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MAJOR RESEARCH PROJECT

ON
“RECRUITMENT & SELECTION PROCESS IN
BHEL”
Submitted in partial fulfillment of the requirement for the award of the degree of

BACHELOR’S OF BUSINESS ADMINISTRATION

Under the supervision of : Submitted by :


Mohit mishra
B.B.A III year

HEC (PG) COLLEGE, HARIDWAR


HNBGU
(2018-19)

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DECLARATION

I hereby declare that the project entitled ‘RECRUITMENT AND


SELECTION PROCESS IN BHEL' being submitted by me at HEC (PG) COLLEGE
towards the partial fulfillment of the requirement for the award of Degree of Bachelor’s
of Business Administration (BBA). I hereby also declare that this project work is my
original work. The matter embodied in this project report has not been submitted to any
other Institution or University for the as award of degree, diploma, certificate, etc.

Mohit mishra
(Name & Signature of student)

Place: HARIDWAR
Date:

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ACKNOWLEDGEMENT

Behind every study there stands a myriad of people whose help and contribution make
it successful. Since such a list will be a prohibitively long. I may be excused for
important omission.
I am grateful to all who helped & guided me at every stage of my work. Their constant
appraisal & encouragement helped me to accomplish my training smoothly.
I am thankful to Mrs. Deepshikha for the cooperation extended to me in compiling the
project report.
I gained a lot of knowledge & experience by observing their way of working which is
surely to be admired.
Last but not least, I would like to thank my parents & my friends for their unending
emotional & physical support which has helped me immensely in completing this
research work within the scheduled time.

Mohit mishra
B.B.A III year

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CERTIFICATION

This is to certify that the Project Report title “RECRUITMENT AND SELECTION
PROCESS IN BHEL” submitted in partial fulfillment for the award of BBA Program of
Department of Business Management, HEC (PG) COLLEGE, was carried out by MOHIT
MISHRAunder my guidance. This has not been submitted to any another University or
Institution for the award of any degree/diploma/certificate.

…………………………..
(Signature & Name of Supervisor)

Place…………………
Date..………………..

CONTENTS

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S.NO. CHAPTERS

I. INTRODUCTION

II. RESEARCH DESIGN

III. COMPANY PROFILE

IV. ANALYSIS & INTERPRETATION OF


DATA

V. FINDINGS, SUGGESTIONS &


CONCLUSION

VI BIBLIOGRAPHY

CHAPTER – 1
INTRODUCTION
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INTRODUCTION

HUMAN RESOURCES MANAGEMENT

INTRODUCTION
Different terms are used to denote human resource management. They are:
Labor management, labour administration, labour-management relations, employee-
employer relations, industrial relations, personnel administration, personnel
management, human capital management, human asset management, human resource
management and the. Though these terms can be differentiated widely, the basic nature
of distinction lies in the scope or coverage and evolutionary stage. In simple sense,
human resource management means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job and
organizational requirements.
Personnel management as defined by institute of all personnel management in the U.K.
and subsequently adopted by Indian institute of personnel management is as follows:
“Personnel management is a responsibility of all those who manage people as well as
being a description of the work of those who are employed as specialists. It is that part
of management which is concerned with people at work their relationships within an
enterprise. It applies not only to industry and commerce but to all fields of employment.”

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This definition can be summarized as follows:
 Personnel management is a responsibility of all line managers in an organization,
viz.,general manager, production manager, marketing manager, finance
manager, etc., and it is a staff function, i.e., it is the function of personnel
manager who is appointed as specialist. Thus, all managers in the organizations
are vitally concerned with personnel management as they must achieve
organizational goals through other people’s efforts.

 Personnel management is a part of management. This part is concerned with the


people and their relationship within an organization.

 This applies to all organizations in the universe, i.e., economic, social, political,
religious, etc.

Michael J. Jucius defined personnel management as "the field of management which


has to do with planning, organizing. directing and controlling the functions of producing
developing, maintaining and utilizing a lobour force, such that the:
 Objectives for which the company is establishes are attained economically and
effectively.

 Objectives of all levels of personnel are served to the highest possible degree.

 Objectives of society are duly considered and served.

According to Pulapa Subba Rao, Human Resource Management (HRM) is managing


(planning, organizing and controlling) the functions of employing, developing and
compensating human resources resulting in creating and developing human relations
and utilization of human resources with a view to contribute proportionately (due to
them) to the organizational, individual and social goals.

SUMMARY OF DEFINITIONS
The analysis of definitions on human resource management can be summarized as
follows:
 HRM is concerned with employees both as individuals and as a group in attaining
goals. It is also concerned with behavior, emotional and social aspects of
personnel.

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 It is concerned with the development of human resources, i.e. knowledge,
capability, potentialities and attaining and achieving emplovee goals including job
satisfaction.

 HRM covers all levels (low, middle, and top) and categories (unskilled, skilled,
technical, professional, clerical and managerial) of employees. It covers both
organized and unorganized employees.

 It applies to the employees in all types of organizations in the world (industry,


trade, service, commerce, economic, socia religious, political and government
department). Thus, t is common in all types of organizations.

 Human resource management is a continuous and never ending process.

 It aims at attaining the goals of the organization, individual and society in an


integrated approach. Organization goals may nclude survival growth and
development in addition to profitability, productivity, innovation, excellence, etoc
Individual employee-goals consists of job satisfaction, job security, high salary
attractive fringe benefits, challenging work, pride, status, recognition, opportunity
for development, etc. Goals of the society include equal employment opportunity
protecting the disadvantaged sections and physically handicapped, minimization
of inequalities in the distribution of income by minimizing wage differentials the
society in general by organizing developmental activities, etc.

 HRM is a responsibility of all ines managers and a function of staff managers in


an organization.

 It is concerned mostly with managing human resources at work.

 HRM is the central sub-system of an organization and it permeates all types of


functional management, viz., production management, marketing management
and financial management.

 Human resource management ais at securing unreserved co-operation from all


employees in order to attain predetermine goals.

Human resources management (HRM) is an approach to the management of people,


based on four fundamental principles:
 First, human resources are the most important assets an organization has and
their effective management is the key to success.

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 Second, this success is most likely to be achieved if the personnel policies and
procedure of the enterprises are closely linked with, and make a major
contribution to the achievement of corporate objectives and strategic plans.

 Third, the corporate culture and the values, organizational climate on the
achievement of excellence. This culture must therefore be managed which mean
that continuous effort, starting from the top, will be required to get them accepted
and acted upon.

 Finally HRM is concerned with integration of organization involved and working


together with a sense of common purpose.

HRM is a strategic approach to the acquisition, motivation, development and


management of the organization's human resources. It is a specialized field that
attempts to develop programmers, policies and activities to promote the satisfaction of
both individual and organizational needs, goals and objectives. I is devoted to shaping
an appropriate corporate culture, and introducing programmers, which reflect and
support the core values of the enterprise and ensure its success. The techniques for the
application of HRM. It include many familiar functions of personnel managers, such as
manpower planning, selection. Performance appraisal, salary administration, training
and management development system, involvement commitment and productivity.
HRM essentially and incorporate those expectations which are not being fulfilled
through the traditional personnel management. It integrates in a meaningful way the
various sub systems like performance appraisal, organization development, rewards,
employee welfare and quality of work life, industrial relations, human resources
information and so on.
HRM is a production model approach to personnel management. The HRM model is
characterized as being employee oriented with an emphasis on the maximization of
individual skills and motivation through consultation with the work force so as to produce
high levels of commitment to company strategic goals. It is resource that has to be used
to its fullest capacity. It is an asset that has to be invested in. Human resource available
to management in an organization is Only one part of resources, which must be co-
ordinate; it is through the combined efforts' of the people that material efforts,
organization cannot accomplish their objectives.

SCOPE OF HUMAN RESOURCES MANAGEMENT :


People in any organization manifest themselves, not only through individual sections but
also through group interactions. When individuals come to work place, they come with
not only technical skills, knowledge, etc., but also with their personal feelings,
perception, desires, motives, attitude, values, etc. Therefore, employee management in
an organization does not mean management of only technical skills but also with their

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personal feelings, perception, desires, motives, attitude, values, etc. therefore,
employee management in an organization does not mean management of only
technical skills but also other factors of the human resources (soft skills and behaviors).
The scope of human resources management is vast. All major activities in the working
life of the employee from the time of his entry into the organization until he leaves and
retires come under the purview of human resources management.
The most important activity under taken are:
 Planning, job design, job analysis, procurement, recruitment, selection, induction,
placement, training and development.

 Compensation, reward, benefits, retrial benefits, medical and health care.

 Motivation aids, bonus, incentives, profit sharing non-monetary benefits are


esteem satisfaction, career development, growth, decision making, delegation of
authority and power, promotion etc.

 Employee Relations-Grievance handling participation, collective bargaining and


other aspects of co-ordination relations conductive to mutual understanding and
trust.
NEED FOR HUMAN RESOURCESMANAGEMENT
Human Resources is demand necessary for all the organization for one or the other
reason:
 To carry on its work, each organization needs personnel with the requisite
qualification, skills, knowledge, work experience and aptitudes for work they are
provided through effective man power planning.

 Since a large number of personnel have to be replaced to have grown old, or


who retire die or become incapable because of physical or mental ailments, there
is a constant need for replacing such personnel otherwise, the work would suffer.

 Human Resources planning is essential because of frequent labor turnover which


is avoidable and even beneficial because arises from factor which socially and
economically sound such as voluntary quits, discharges, marriages, promotion
etc.

 In order to meet the needs of expansion programmes which become necessary


because of increase in the demand for goods and service by a growing
population a rising, standard of living which calls for larger quantities of the some
goods and services as also for new goods.

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 The nature of the present work in relation to its changing needs also necessitates
the recruitment of new labor.

 Man power planning is also needed in order to identify areas of surplus


personnel and areas in which there is a shortage of human resources.

 The objective of Human Resources Management is to maintain and improve the


organization ability to achieve its goals by developing strategies tha will result in
optimum contribution of human resource.

OBJECTIVES OF HUMAN RESOURCES MANAGEMENT:


Objectives are pre-determined goals to which individual or group to which individual
Objectives of personnel management are or group activity in an organization is directed.
influenced by organizational objectives and individual and social goals. Institutions are
established to attain certain specific objectives. The objectives of the economic
institutions are mostly to earn profits, and of the educational institutions are mostly to
impart education and conduct research so on and so forth. However, the fundamental
objective of any organizations is growth and profits.
Institutions procure and manage various including human to attain the specified
objectives. Thus, human resources are managed to divert and utilize their resources
towards and for the accomplishment of organizational objectives. Therefore, basically
the objectives of human resources management are drawn from and to contribute to the
accomplishment of the organizational objectives. The other objectives of HRM are to
meet the needs, aspirations, values and dignity of individual employees and having due
concern for the socio-economic problems of the community and the country.
Objectives are pre determined ends or goals at which individual or group activity in an
organization is aim. The objectives stand out as a guideline for organizational
performance They help in setting the pace for action by participants.
The objectives of Human Resources management are:
 To provide, create, utilize and motivate employees to accomplish organizational
goals.

 To secure integration of individuals and groups in securing organizational


effectiveness.

 To create opportunities, to provide facilities, necessary motivation to individuals


goals effectiveness and groups for their growth with the growth of the
organization by training and development compensation.

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 To provide attractive, equitable, incentive, reward, benefits, social security
measures, to ensure retention of competent employees.

 To maintain high morale, encourage value system and create environment of


trust, mutually of interests.

 To provide opportunities for communication expression, participation.

 To ensure that, there is no threat of unemployment, inequalities, adopting a


stability of employment relationships among all the members of the organization.

 To match it with the growth of the organization. equitable wages incentives,


employee benefits and social security and measures.

 To establish and maintain sound organizational structure and desirable working.

 To create facilities and opportunities for individual or group development so as to


match it with the organization.

 To identify and satisfy individual and group needs by providing adequate and for
challenging work, prestige, recognition, security, status, etc.

 To strengthen and appreciate the human assets continuously by providing


training and developmental programmes.

 To provide an opportunity for expression.

 To provide fair, acceptable and efficient leadership

 To provide facilities and conditions of work and creation of favorable voice in


management atmosphere for maintaining stability of employment.

HRM OBJECTIVES SUPPORTING FUNCTIONS:


In order to realize the objectives stated above HRM must perform certain functions.
The scope and objectives stated above are indicative of functions; a Manager in charge
of human resource department must perform. The below given objectives and the
functions to be performed to achieve those objectives are as stated:
 Social Objectives(Towards society)
a) Legal compliance

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b) Benefits
c) Union Management relation
 Organizational Objectives
a) Human Resources Planning
b) Selection training and development
c) Employee Relation
d) Employee Evaluation Assessment, Appraisal
 Functional objectives
a) Appraisal
b) Placement
 Personal Objectives (Towards Employees)
a) Training and Development
b) Appraisal
c) Assessment/Placement
d) Compensation

RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT

It has been stated by Gainer in the following words:


1) To assist, council and pressurize the operating management o plan and
establish.

2) To collect and summaries data in total organizational terms and to ensure


consistency.

3) To monitor and measure performance against the standard and keep the top
management objective with long range objective and other element of the total
business plan informed about it.

RECRUITMENT:

Recruitment is distinct from employment and selection:

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Once the required number and kind of human resources are determined, the
management has to find the places where required human resources or will be available
and also find the means of attracting them towards the organization before selecting
suitable candidates for jobs. All this process is generally known as recruitment. Some
people use the term recruitment' for employment. These two not one and the same.
Recruitment is only one of the steps in the entire employment process. Some others
use the term recruitment for selection These two terms are not one and the same either.
Technically speaking the function of recruitment precedes the selection function and i
includes only finding, developing the sources of prospective employees and attracting
them to apply for job in an organization, whereas the selection is the process of finding
out the most suitable candidate to the job out of the candidates (i.e., recruited). Formal
definition of recruitment would give a clear cut idea about the function of recruitment.

DEFINITIONS:
Recruitment is defined as, "a process to discover the sources of manpower to meet the
recruitments of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
workforce." Edwin B. Flippo defined recruitment as "the process of searching for
prospective employees and stimulating them to apply for jobs in the organization."
Those definitions can be analyzed by discussing the processes of recruitment through
systems approach.

OBJECTIVES OF RECRUITMENT
The objectives of recruitment are:
 To attract people with multi-dimensional skills and experiences that suit the
present and future organizational strategies.

 To induct outsiders with a new perspective to lead the company.

 To infuse fresh blood l levels of the organization.

 To develop an organizational culture that attracts competent people to the


company.

 To search or head hunt head pouch people whose skills fit the company s values.

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 To devise methodologies for assessing psychological traits.

 To seek out non-conventional development grounds of talent.

 To search for talent globally and not just within the company.

 To design entry pay that competes on quality but not on quantum.

 To anticipate and find people for position that do not exit yet

PROCESS OF RECRUITMENT
Process of recruitment consists of three sub-system in recruitment viz. sources of
recruitment, techniques of recruitment to attract the candidates and stimulating the
candidates and stimulating the candidates to apply. Below chart presents the
recruitment process :

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a. Finding out and developing the sources where the required number and kind of
employees will be available.
b. Developing suitable techniques to attract the desirable candidates and employing the
techniques to attract candidate.
c. Stimulation as many candidates as possible and asking them to apply for jobs
irrespective employees are will be available techniques to attract candidates. of number

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of candidates required. Management has to attract more candidates in order to increase
selection ratio (i.e. number of applications per one job vacancy) in order to select the
most suitable candidates out of the total candidates available and due to lower yield
ratio. Recruitment is positive as it aims at increasing the number of applicants and
selection is somewhat negative as it selects the suitable candidates in which process
the unsuitable candidates are automatically eliminated. Though, the function of
recruitment seems to be easy, a number of factors make performance of recruitment a
complex one.

EVALUTION OF RECRUITMENT PROCESS


The recruitment process has the objective of searching for and obtaining applications
from job- seekers in sufficient numbers and quality. Keeping this objective in mind, the
evaluation might include.
a) Return rate of applications sent out.
b) Number of suitable candidates for selection.
c) Retention and performance of the candidates selected.
d) Cost of the recruitment process.
e) Time lapsed data.
f) Comments on image projected.

EVALUTION OF RECRUITMENT METHODS


The evaluation of recruitment methods might include
a) Number of initial enquiries received which result in completed application forms.
b) Numbers of candidates at various stages of the recruitment and selection
process especially those shortlisted
c) Number of candidates recruited.
d) Number of candidates retained in the organization after six months.

FACTORS AFFECTING RECRUITMENT


Both internal and external factors affect recruitment. The external factors include supply
of and demand for human resources, employment opportunities and unemployment
rate, lobour market conditions, political, legal requirement and government policies,
social factors, information system, etc.
The internal factors include the company's pay package including salary, fringe benefits
and incentives, quality of work life, organizational culture, career planning and growth
opportunities, size of the company, company's product/services, geographical spread of
the company's operations viz., local, national or global, company's growth rate of trade
unions and cost of recruitment.

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COMPLEXITY OF THE FUNCTON OF RECRUITMENT
Performing the function of recruitment, .e.. increasing the selection ratio is not as easy
as it seems to be. This is because of the hurdles created by the internal factors and
external factors which influence on organization. The first activity of recruitment, i.e.
searching for prospective employees is affected by many factors like:
 Organizational policy regarding filling up of certain percentage of vacancies by
internal candidates.
 Local candidates (sons of soil)
 Influence of trade union.
 Government regulations regarding reservations of certain number of vacancies to
candidates based on community/region/caste/sex; and
 Influence of recommendations, nepotism, etc.

As such, the management is not free to find out or develop the source of desirable
candidates and alternatively it has to divert its energies for the sources within the limits
of those factors though it cannot find suitable candidates for the jobs. The other activity
of recruitment is consequently affected by the internal factors such as:
a) Working conditions;
b) Promotional opportunities:
c) Salary levels, type and extent of benefits;
d) Other personnel policies and practices
e) Image of the organization
f) Ability and skills of the management to stimulate the candidates.
It is also affected by external factors like:
a) Personnel policies and practices of various organizations regarding working
conditions, salary, benefits, promotional opportunities, employee relations, etc.
b) Career opportunities in other organizations; and
c) Government regulations. However, the degree of complexity of recruitment
function can be minimized by formulating sound policies.

SOURCES OF RECRUITMENT:
The sources of recruitment can broadly be divided into tow categories, namely
INTERNAL SOURCES:
Promotion- promotion of an employee always resultsn increase in responsibilities,
authority, salary and status of an employee concerned. It is generally a reward for

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outstanding performance or because the organization desires to utilize an individual's
skills and abilities in a better way.
Transfer:-Transfer of an employee from one position to another does not always result
in any change in the nature of his duties, responsibilities, authority, salary or status.
However, it may significantly affect the efficiency and morale of the employee,
depending on the type of environment where he has been transferred.
Employee referrals: Employees working in an organization may also be the source of
recruitment. People who are known to and recommended by employees may be safely
selected for the job in the organization. An advantage of persons selected through this
source is that they will be loyal and dedicated to the organization. For any lapse or
indiscipline on their part the employees who recommended their names can be held
responsible. But t may lead to favoritism, nepotism and in breeding.
Job posting vacancies can be made open for all employees or selected section or
department of an enterprise by placing a notice on notice board giving information about
the post vacant. All those employees who feel themselves suitable and capable of
meeting the post requirements can apply for it.

EXTERNAL SOURCES
An organization may tap any number of external sources to fill in its vacancies of
personnel important among these sources are as follows:
Advertising It is the widest spread source of external recruitment. It may be done by
the organization itself or through some agency. Newspaper, trade journals, radio,
televisions etc. are good media to advertise for recruitment of skilled and professional
workers. The media and the contents of the advertisement should be selected keeping
in view the persons to be reached and the cost. While the details of vacancy for blue
collared jobs (requiring manual skills) may be listed on the notice board outside the
factory gate or advertised in local newspapers and for managerial and administrative
personnel are advertised in national newspapers and periodicals.
Personnel consultants:- consulting firms act as middlemen between applicants and
the enterprise. They are specialized agencies which, after receiving requisitions from
the client companies, advertise the job description in leading national newspapers and
periodicals without disclosing the names of client companies. Applications received from
the candidates are duplicated and passed on to employees. Sometimes, such firms
themselves screen, interview, and select the candidates and, for a specialized period,
also stand surely as regards their suitability for the positions concerned.
Jobbers and Contractors- It is quite common to engage jobbers and contractors to
supply workers for vacancies which are of a casual nature, or which may be filled at the
factory gate itself. In fact where the workers have to be hired at a short notice and
without going through the usual selection process. villages which offer a Ready and
plentiful supply of unskilled workers. They also, sometimes at their own expense bring
workers to the place of work.

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Employment Exchanges:- They are set up by the Government to bring together
people who are in search of employment and the employers who are in the look-out for
workers. They register the names of the persons who require in finding job. The
employers intimate to them the vacancies occurring in their organization. Employment
exchanges are of great help in rec endure, jobbers and contractors maintain close links
with small towns and ruining persons for technical and clerical jobs.
Educational institutions:- Schools, colleges and universities also offer opportunities to
employers to recruit students freshly passing out of these institutions. Many of them run
employment bureaus to assist employers in their recruitment effort. However, they can
only provide young and inexperienced workers, for which reason they rank much lower
in the employer's list of sources of recruitment.
Field trips:- The enterprise may send out teams of experts to different towns and cities
(even villages) where the kinds of personnel needed by it may be found. But in this
case, it becomes necessity to give wide publicity to the dates, venue and time when
such teams would interview candidates at different places.
Unsolicited applicants:- These are persons who either gather at the factory gate to
serve as casual workers or reach the employers by letter, telephone, or in person, with
request for appointment against a real presumed vacancy.

MODERN SOURCES AND TECHNIQUES OF RECRUITMENT


A number of modern recruitment sources and techniques are being used by the
corporate sector in addition to traditional sources and techniques. These sources and
techniques include walk in and consult n, head-hunting, body-shopping, business
alliances, and tele-recruitment.
Walk-In: The busy organizations and the rapid changing companies do not find time to
perform various functions of recruitment. Therefore, they advise the potential candidates
to attend for an interview directly and without a prior application on a specified date time
and at specified place. The suitable candidates from among the interviews will be
selected for appointment after screening the candidates through tests and interviews.
Consult-In: The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select
the suitable candidates from among such candidates through the selection process.
Head-Hunting: The companies request the professional organizational to search for the
best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise the company
regarding the filling up of the positions. Head-hunters are also called search
consultants.
Body Shopping: professional organizations and the hi-tech training institutes develop
a 1 of human resources for the possible employment. The prospective employers

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contract these organizations to recruit the candidates. Otherwise, the organizations
themselves approach the prospective employees to place their human resources.
These professional and training institutions are called body shoppers and these activiies
are known as body shopping. The body shopping is used mostly for computer
professionals.
Business Alliances: business allances like acquisitions, mergers, and take-overs help
in getting human resources. In addition, the companies do also have alliance in sharing
their human resources on ad-hoc basis It does mean that, the company with surplus
human resources offers the services of their employees to other needy organizations.
E-Recruitment: The technological revolution in telecommunication helped the
organizations to used internet as a source of recruitment. Organizations advertise the
job vacancies through the world wide web (www) internet. The job seekers send their
applications through e-mail or internet. Alternatively, job seekers place their CVs in the
world wide web/internet, which can be drawn by the prospective employers depending
upon their requirements.

SELECTION
Selection is defined as the mutual process whereby the organization decides whether
or not to make a job offer and the candidate decides whether or not to accept it
. After identifying the sources of manpower searching for prospective employees and
stimulating them to apply for jobs in an organization, the management has to perform
the function of selecting the right employees at right time. The obvious guiding policy in
selection in the intention to choose the best-qualified and suitable candidates for each
unfilled spot and to avoid commitments to those who will not work well.

NATURE OF SELECTION
Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organizations.
Although, some selection method can be used within an organizations for promotion or
transfer, this chapter focuses on selecting applicants from outside the organization.
Recruitment and selection are the two crucial steps in the HR process and are often
used interchangeably. There is, however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees
to apply for jobs selection is concerned with picking the right candidates from a pool of
applicants, recruitment is said to be positive n its approach as it seeks to attract as
many candidates as possible. Selection on the other hand, is negative in its application
in as much as seeks to eliminate as many unqualified applicants as possible in order to
identify the right candidates. As stated in the recruitment topic above the tem
recruitment is widely used to refer to the whole process of employee hiring.

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SELECTION AS A SOURCE OF COMPETATIVE ADVANTAGE
The role of selection in an organization's is crucial for at least, two reasons First, work
performance depends on individuals. The best way to improve performance is to hire
people who have the competence and the willingness to work. Arguing form the
employee's viewpoint, poor are inappropriate choice can be demoralization to the
individual concerned (who finds himself or herself in the wrong job) and de-motivating to
the rest of the work force effective selections, therefore, assumes greater relevance.
Second, cost incurred in recuing and hiring personnel speaks volume about the role of
selection. Here is one instance to prove how expensive recruitment has become pepsi
had gone on a crash recruitment drive. Six people from the company look over the
entire oberoi business center in Mumbai; 3000 applications in response to an
advertisement issued earlier were scanned; applicants were asked to respond by fax
within 100 hrs; finally, the short listed persons were flown and interviewed. Quite an
expensive affair by any standard! In the US, it is much more expensive. The cost of
searching for and training a top level executive may run into $ 250,000.
As was pointed out in the above recruitment topic consultants charge fees ranging from
20 to 50 percent of the first year's salary of an employee's selected. Assuming a
manager is assured of a compensation of Rs. 2,00,000 in the retainers fee works out to
be 40,000 to 1,00,000.

ORGANIZATION FOR SELECTION


Until recently, the basic hiring process was performed in a rather unplanned manner in
many firms. In some companies, each department screened and hired its own
employees. Yees. Many managers insisted upon selecting their own people because
they were sure on one else choose employees for them as efficiently as they
themselves could. Not anymore. Selection is now centralized and is handled by the
human resource department. The arrangement is preferable because of the following
advantage:
1. It is easier for the applicant because they can send their applications to a single.
2. It facilities contact with applicants because issues pertaining to employment can be.
3. It helps operating managers to concentrate on their operating responsibilities. This is
centralized department/agency cleared through one central location. especially helpful
during peak hiring periods.
4. It can provide for better selection because hiring is done by specialist trained in
staffing techniques The applicants is better assured of consideration for a greater
variety of jobs. Hiring costs may be cut because duplication of effort is minimized.

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5. With increased government regulations on the selection process, is important that
people who know about these rules handle a major part of the selection process.

Ideally, a selection process involves mutual decision making. The company decides
whether or not to make a job offer and how attractive the offer should be. The candidate
decides whether or not the firm and the job offer fit his or her needs and goals. In reality,
the selection process is highly one- sided. When the job market is extremely tight,
several candidates will be applying for a position, and the firm will use a series of

23
screening devices to hire the candidate it feels is most suitable. When there is a
shortage of qualified workers, or when the candidate is a highly qualified executive or
professional who is being sought after by several companies, the firm will have to
sweeten its offer and come to a quicker decision.
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. Above chart shows a
generalized selection process. In practice, the process differs among organizations and
between two different jobs within the same company. Selection procedure for senior
managers will be long-drawn and rigorous, but it is simple and short while hiring shop-
floor workers.

Environmental Factors Affecting Selection


Selection is influenced by several factors. More prominent among them are supply and
demand of specific skills in the labour market, unemployment rate, labour-market
conditions, legal and political consideration, company's image, company's policy, HRP,
and cost of hiring. The last three constitute the internal environment and the remaining
form the external environment of the selection process.

Preliminary Interview
In the above recruitment topic, it was stated that the application received from job
seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is
usually followed by a preliminary interview the purpose of which is more or less the
same as scrutiny of applications of unqualified applications. Scrutiny enables the HR
specialists to eliminate unqualified job seekers based on the information supplied in
their application forms. Prelimary interview, on the other hand, helps reject misfits for
reasons, which did not appear in the application forms. Besides, preliminary interview,
often called courtesy interview', is a good public relation exercise.

Selection Tests
Job seekers who pass the screening and the preliminary interview are called for tests.
Different types of tests may be administered, depending on the job and the company.
Generally, tests are used to determine the applicant's ability, aptitude and personality.
Ability tests assist in determining how well an individual can perform tasks related to the
job. An excellent illustration of this is the data entry test given to a prospective employee
for a secretarial job. An aptitude test helps determine a person's potential to learn in a
given area. An example of such a test is the general management aptitude test (GMAT)
which many business students take prior to gaining admission to a graduate business
school programmes.
Personality tests are given to measure a prospective employee's motivation to function
in a particular working environment. There are various tests designed to assess a

24
candidate's personality. The Bern enter personality inventory, for example, measures
one's self-sufficiency, neurotic tendency, sociability introversion and extroversion, locus
of control, and self-confidence. The Thematic Apperception Test (TAT) assesses an
individual's achievement and motivational levels. Other personality tests, such as the
California psychological Inventory (CPI, the Thurston Temperament Survey (TTS)
Minnesota Multiphasic Personality (MMP).

Employment Interview
The next step in the selection process is employment interview. As seen in the above
chart an interview is conducted at the beginning and at the end of the selection process.
The emphasis here s on the latter. Interview is a formal, in-depth conversation
conducted to evaluate the applicant's acceptability. It is considered to be an excellent
selection device. Its popularity stems from its flexibility. Interview can be adapted to
skilled, unskilled, managerial and professional employees. It allows a two-way
exchange of information, the interviewers learn about the applicant, and the applicant,
and the applicant learns about the employer.

Reference and Background


Checks Many employers request names, addresses, and telephone numbers or
references for the purpose of verifying information and, perhaps, gaining additional
background information on an applicant. Although listed on the application form,
references are not usually checked until an applicant has successfully reached the
fourth stage of a sequential selection process. When the labour market is very tight,
firms sometimes hire applicants before checking references.

Selection Decision
After obtaining information through the preceding steps, selection decision-the most
critical of all the steps-must be made. The other stages in the selection process have
been used to narrow the number of candidates. The final decision has to be made from
the pool of individuals who pass the tests, interviews and reference checks.

Physical Examination
After the selection decision and before the job offer is made, the candidate is required
to undergo a physical fitness test. A job offer is, often, contingent upon the candidate
being declared fit after the physical examination. The results of the medical fitness test
are recorded in a statement and in the personnel records. There are several objectives
behind a physical test. Obviously, one reason for a physical test is to detect if the
individual carries any infectious diseases. Second, the test assists in determining
whether an applicant is physically fit to perform the work. Third, the physical
examination information may be used to determine if these are certain physical

25
capabilities which differentiate successful and less successful employees. Fourth,
medical check-up protects applicants with health defects from undertaking work that
could be detrimental to themselves or might otherwise endanger the employer's
property, finally such an examination will protect the employer from workers
compensation claims that are not valid because the injuries or illnesses were present
when the employee was hired.

Job Offer
The next step in the selection process is job offer to those applicants who have crossed
all the previous hurdles. Job offer is made through a letter of appointmen. Such a letter
generally contains a date by which the appointee must report on duty. The appointee
must be given reasonable me for reporting. This is particularly necessary when he or
she is already in employment, in case the appointee is required to obtain a relieving
certificate from the previous employer. Again, a new job may require movement to
another city which means considerable preparation and movement of property.

Contracts of Employment
After the job offers have been made and the candidates accept the offers, certain
documents need to be executed by the employers and the candidates. One such
document is the attestation form. This form contains certain vital details about the
candidate which are authenticated and attested by him/her. Attestation formll be a valid
record for future reference.

Evaluation of Selection Programs


The broad test of the effectiveness of the selection process is the quality of the
personnel hires. A firm must have competent and committed personnel. The selection
process, if properly done, will ensure availability of such employees. How to evaluate
the effectiveness of a selection programme? A periodic audit is the answer. Audit must
be conducted independent of the HR department.

Recruitment and Selection:


Recruitment and selection are two crucial steps in the human resources planning and
are often used interchangeably. There is however, a fine distinction between the two
steps While recruitment refers to the process of identifying and encouraging prospective
employees to apply for the jobs, selection is concerned with picking the right candidates
from a pool of applicants.
Recruitment is set to be positive in its approach as it seeks to attract as many
candidates as possible. Selection, on the other hand, is negative in its application in as

26
much as it seeks to eliminate as many unqualified applicants as possible in order to
identify the right candidates for the right jobs.
Therefore, the aim of every human resource manager is to fulfill the needs of an
organization with producing highly motivated personnel's.
Recruitment and Selection refers to the process of finding possible candidates for a
job or function, usually undertaken by recruiters. It also may be undertaken by an
employment agency or a member of staff at the business or organization looking for
recruits. Advertising is commonly part of the recruiting process, and can occur through
several means: through online newspapers, using newspaper dedicated to job
advertisement through professional publication, using advertisements placed in
windows, through a job center, through campus graduate recruitment programmes, etc.
Suitability for a job is typically assessed by looking for skills, e.g. communication skills,
typing sklls, computer skills. Evidence for skills required for a job may be provide in the
form of qualifications (educational or professional), experience in a job requiring the
relevant skills or the testimony of references. Employment agencies may also give
computerized tests to assess an individual's "off-hand" knowledge of software packages
or typing skills. At a more basic level written tests may be given to assess numeric and
literacy.
A candidate may also be assessed on the basis of an interview. Sometimes candidates
be requested to provide a resume (also known as a CV) or to complete an application
form to provide this evidence. One of the main objectives of an organization is to
obtain the right number and kinds of people at the right places and at the right
time, who are capable of performing tasks that will help the organization in
achieving its objectives.
Manpower planning is a strategy for
a) Procurement
b) Development;
c) Allocation
d) Utilization of man power resource of an organization.

27
CHAPTER – 2
RESEARCH
METHODOLOGY

28
RESEARCH DESIGN

TITLE OF THE PROJECT


"A Study on Recruitment and Selection process in public sector industry" with
special reference to BHEL.

INTRODUCTION
Recruitment and selection are two crucial steps in the human resources planning and
are often used interchangeably. There is however, a fine distinction between the two
steps. While recruitment refers to the process of identifying and encouraging
prospective employees to apply for the jobs, selection is concerned with picking the
right candidates from a pool of applicants. Recruitment is set to be positive in its
approach as it seeks to attract as many candidates as possible. Selection, on the other
hand, is negative in its application in as much as it seeks to eliminate as many
unqualified applicants as possible in order to identify the right candidates for the right
jobs.
Therefore, the aim of every human resource manager is to fulfill the needs of an
organization with producing highly motivated employees.

Recruitment and Selection refers to the process of finding possible candidates for a
job or function, usually undertaken by recruiters. It also may be undertaken by an
employment agency or a member of staff at the business or organization looking for
recruits. Advertising is commonly part of the recruiting process, and can occur through
several means: through online newspapers, using newspaper dedicated to job
advertisement through professional publication using advertisements placed in
windows, through a job center, through campus graduate recruitment programmes, etc.

STATEMENT OF THE PROBLEM


Employee recruitment and selection levels differs as per their expectations so in order
to study the organizational objectives are met, in addition the value added selection
process been studied in this research, Therefore this study is initiated.

29
OBJECTIVES OF THE STUDY
An analytical study of "RECRUITMENT AND SELECTION PROCESS", has been
conducted in order to find out the attributes, perception and opinion of the employees at
BHEL regarding the recruitment and selection sources of recruitment, interview, rounds
of interview, types of interview and tests etc.
Some of the general objectives of the study are as follows:
 To understand the framework of recruitment and selection process at BHEL.
 To study whether the recruitment process is hiring best professional or not.
Personnel strategy for the better operations of the organization with all around
benefits.
 To know the type of interviews they are conducting.
 To study and understand the various ways of recruitment and selection in BHEL.

METHODOLOGY OF RESEARCH
Methodology of research used is survey method. This method was suitable for the
study because of the volumeness of data available and suits the title of the study
Questionnaires were administered for the respondents, tabulated and analyzed.

SAMPLING DESIGN
Out of the total availability of the employees, a sample size based on randomness and
convenience is chosen. For this study a stratified random sampling is used for 50
respondents.

SOURCES OF DATA COLLECTION


Primary data were collected using the questionnaires, observations and panel
discussions.
Secondary data were collected from various Books Journals, Articles, Magazines and
Websites Website: www.bhel.com.

LIMITATIONS

30
The study was not out of certain limitations and the study was need based and suitable
for today's context only and it was not standard one and certain important factors like
time and finance was also big constraint in doing the project.

PLAN OF ANALYSIS The collected data were tabulated and correlated with the
help of graphs, charts, diagrams Further statistical tools like mean, median, mode, chi
square are used for the study.

CHAPTER SCHEMES

31
CHAPTER – 3
COMPANY
PROFILE

32
COMPANY PROFILE

ABOUT B.H.E.L:
BHEL is one of the largest manufacturing enterprise in India in the energy related/
infrastructure sector, today. BHEL was established more than 45 years ago, ushering in
the indigenous Heavy Electrical Equipment Industry in India-a dream that has been
more than realized with a well recognized track record of performance. The company
has been earning profits continuously since 1971-72 and paying dividends since 197-
77.
The first plant set up in Bhopa n 1956. In Bangalore, BHEL has three divisions: The
Electronic Division, electro proclaim division and industrial system group. The three
units are in the business of power plant, solar photovoltaic system for terrestrial and
space applications, space-quality batteries, smart card based p handling, distribution
business, water based management system products for steel and oil sectors and new
insulator.
BHEL shares the growing concern on related to environment an occupational health and
safety (OHS) and is committed to protecting environment in and to providing healthy
and safety environment to al employees. For fulfilling these obligations, a health, safety
and environmental policy has been formulated and implemented through management
systems.
The recognition of its commitment to the quality system and procedures, the unit is
certified for ISO9001. EDN is the first electronic industry in Bangalore to get ISO14001
environment management system certification. BHEL has also joined united nations
"GLOBAL COMPACT" and has committed to support the set of core values enshrined in
its nine principles in the area of human rights, labor standards and environment.
BHEL has acquired certifications to quality management system (ISO9001).
Environment Management Systems ISO1400) and Occupational Health and Safety
Management System (OHSAS 18001) and is also wel on its journey towards total
quality management (TQM)

CERTIFICATION AND AWARDS:

33
 CII-EXIM award for business excellence 2006: commendation certification
certified received for "strong commitment to Excel in journey towards business
excellence in November 2006.

 International safety award 2005 received for 4h consecutive year from British
safety council in January 2007.

 ISMS certificated received form STQC for "Establishing and Maintaining


Information Security Management System" as per BS 7799 part 2:2002 in may.

 Re-certification of ISo 9001-2000 received in April 2006.

 Re-certification of EMS as per ISO 14001-2004 received in June 2006.

 EDN has won three awards in 15th chapter convention on quality circles
organized by quality circle forum of India. Bangalore under par Excellence and
Distinction category in September 2006.

 BHEL-EDN got the first prize in the Inter Unit Rajbhasha Spiel Yojana' started
three years back by corporate office. EDN go this award three years by corporate
continuous third time.

BHEL STRATEGY

VISION
A world-class Engineering Enterprise Committed to Enhancing Stakeholder value.

MISSION
To be an Indian Multinational Enterprise providing Total Business Solutions through
Quality Products. Systems and Services in the fields of Energy, Transportation, Industry,
Infrastructure and other potential areas.

VALUES

34
 Zeal to Excel and Zest for change
 Integrity and Fairness in all Matters
 Respect for Dignity and Potential of Individuals
 Strict Adherence of Commitments
 Ensure Speed of Response
 Foster Learning, Creativity and Team-Work.
 Loyalty and pride in the company

CORE VALUES OF BHEL


BHEL has always sought to be value driven organization. These values continue to
direct the group's growth and business. The core BHEL values underpinning the way
they do business are:
 Integrity
 Understanding
 Excellence
 Unity
 Responsibility
 Code of conduct

BHEL QUALITY POLICY


BHEL pursues continual improvement in the quality of its products, services and
performance leading to total customer satisfaction and business growth through
dedication, commitment and teamwork of all employees.

BHEL CORPORATE OBJECTIVES


 Competitive edge of product/service by building and improving key process.
 Quality of supplies by improving supplier performance.
 Value of stakeholder.
 Delivery and response.
 Capability of human resources by updating skill and competence.

HR TEAM:
PCS also had on excellent HR and Development team of 50+ man power strength
across the world.

35
ABOUT HR TEAM:
Well trained staff of four professionals, and 2 of business unit HR professionals, and
another two for training and HR operations.

ORGANIZATIONAL CHART OF BHEL

36
HR ORGANIZATIONAL CHART

ORGANIZATION CHART OF TECHNICAL TEAM

37
SWOT ANALYSIS

Strengths

38
 BHEL brand equity in India.

 BHEL is India's leading manufacturer of power equipment.

 BHEL has a good product mix.

 Good order booking for its products and services.

 Effective human resource management.

 It has good infrastructure and organization culture.

 It has skilled, qualified and committed human resources.

 It has goodwill and brand image across India.

 Its 80 % market shares are in power sector.

 BHEL is one among NAVARATNA companies.

 It has high motivated work force.

 Good work culture, job security and high level employee satisfaction.

Weakness
 BHEL policies are age old and it is static organization with no much dynamism.

 Unbalanced distribution of workload.

 To many procedures and systems leading to delay.

 Poor accountability on people contribution and performance.

 Average of employees in BHEL is 47 years.

Opportunities

39
 BHEL has got a role for the ever-increasing need of power.

 Support by government and government owned corporation.

 High scope for additional capital investment and further expansion, due-to high
profits backing.

 Widespread network across the country and around the world.

 Emerging market in Asia.

 Customer preference for Quality and precuts with latest technologies.

 Can be an Indian Multinational Engineering Enterprise.

Threats
 Fast changing market condition.

 High competition by cash-rich MNC's.

PRODUCT PANORAMA
COMPREHENSIVE PRODUCT PROFILE OF ELECTRONICS DIVISION

AUTOMATION AND POWER ELECTRONIC SYSTEMS


 Unified automation for power plants including sub-critical and super-critical
thermal utilities and industrial CPP [Distributed Control Systems (DCS) for Steam
Turbines Steam Generators, BFP Drive Turbines, Gas Booster Compressors and
Balance of Plant Systems.

 Gas Turbines Control Systems.

 Hydro Power Plant Control Systems.

 Excitation Systems.

 Industrial Automation Systems (SCADA).

40
 Traction Drive System for Locomotives.

 Traction Drive Systems for Electrical Multiple Units (EMUs).

 AC Drive Systems.

 Static Starters Induction.

 Heating System High Voltage Direct Current (HVDC).

 Systems Flexible AC Transmission Systems (FACTS).

 Custom Power Controllers Static VAR Compensation (SVC) Systems.

 Controlled Shunt Reactor (CSR).

SEMICONDUCTORS AND PHOTOVOLTAIC SYSTEMS


 Power Semiconductor Devices

 Solar Photovoltaic Cells (Mono/Multi)

 Photovoltaic Modules.

 PV Systems: Grid Interactive, Hybrid and stand-alone.

 PV Power Plants.

 Space Grade Solar Panels.

 Space Qulity Batteries.

DEFENCE ELCTRONICS
 Simfire Tactical Gunnery Simulator.

41
 Integrated Platform Management System (IPMS) and integrated Bridge System
(IBS) for Ships.

 Machinery Control Room (MCR).

 Simulator for Ships.

 Training Simulators for vehicles, platforms, radars, weapons, missiles and CBT
for all defense and para-military forces.

 Radar and Associated Systems

SOFTWARE SYSTEM SOLUTIONS

 Performance Analysis, Diagnostics and Optimization (PADO) for Thermal


utilities.

 Performance Calculation and Optimization.

 OPC connectivity form DCS to third party systems.

 Enterprise Asset Management System (EAMS).

SERVICES OFFERED

 Erection and Commissioning by highly experienced team of Engineers.

 Efficient Service-After-Sales.

 Assured Supply of Spares.

 Total Solutions for Renovation and modernization requirements

 Concept to Commissioning solutions for large size Solar Power Plant.

42
43
CHAPTER – 4
ANALYSIS AND
INTERPRETATION
OF DATA

Analysis and tabulation

44
Table.no.1.knowledge about the vacancies found in BHEL.

Response No. OfPercentage


respondent (%)

 Advertisement 31 54%

 Campus 9 22%
interview

 Employment 7 17%
exchange

 Others 3 07%

Total 50 100%

Analysis:
Out of 50 employees 31 have been opted for advertisement,9employees have been
opted for campus interview,7 employees have been opted for employment exchange
and 3 employees have been opted for other.
Chart: 1. Knowledge about the vacancies.

45
Inference:
From the above basis of selection that majority of the respondent found the vacancies
from advertisement.

Table.no.2. Response towards recruitment policy.

46
Response No. OfPercentage (%)
respondent

 Excellent 36 66%

 Good 11 27%

 Satisfactory 02 05%

 Poor 01 02%

Total 50 100%

Analysis:
Out of 50 employees 36 have been opted for excellent, employees have been opted for
good, 2 employees have been opted for satisfactory and 1 response towards poor.

Chart: 2. Response towards recruitment policy

47
Response No. Of respondent Percentage (%)

 Yes 49 98%

 No 01 02%

Total 50 100%

Inference:
From the above basis of selection the recruitment policy in BHEL is excellent.

Table.3. Improvement in the recruitment policy in the recent years

48
Analysis:
Out of 50 employees 49 have been opted for yes and I response towards no.

Chart.3. Improvement in the recruitment policy in the recent years.

49
Inference:
From the above basis of selection the recruitment policy has improved in recent years.

Table.no.4. Identifies the requirement of man power well in advance .

Response No. Of respondent Percentage (%)

 Yes 47 93%

 No 03 07%

Total 50 100%

50
Analysis:
Out of 50 employees 47 have been opted for yes and 3 employees have been opted for
no.

Chart: 4. Identifies the requirement of man power well in advance

Inference:

51
From the above bases of selection the requirements of man power is recognized in
advance.

Table.no.5. Existence of induction and training program in the


company

Response No. Of respondent Percentage (%)

 Yes 49 98%

 No 01 02%

Total 50 100%

Analysis:
Out of 50 employees 49 have been opted for yes. 1 response towards no.

52
Chart: 5. Existence of induction and training program in the company.

Inference: From the above table bases of selection there id induction and training
program at BHEL.

53
Table.no.6. On what basis selection should be based

Attributes No. Of respondents Percentage (%)

Intelligent 33 61%

Qualification 12 31%

Experience 00 00%

Training 02 05%

Others 01 03%

Total 50 100%

54
Analysis:
Out of 50 employees 33 have been opted for Intelligence, 12 employees have been
opted for Qualification, 0 employees have been opted for Experience, and 2 employees
have been opted for training and I response towards others.

Chart: 6. On what basis selection should be based

Inference:

55
Most of the selection is based on the mental capabilities intelligence) of the respondents
and qualification is also equally important according to the observation.

Tables.no.7. Does the selection process helps the organization to get


the right man for right job

Response No. Of respondent Percentage (%)

 Yes 49 98%

 No 01 02%

Total 50 100%

Analysis: Out of 50 employees 49 have been opted for yes and 1 response towards
no.

56
Chart: 7. Does the selection process helps the organization to get the
right man for right job

Inference: Majority of the employees have endorsed the effectiveness of the


selection process of right personnel.

57
Table. no: 8. The selection process ensure that only competent people
are recruited.

Response No. Of respondents Percentage (%)

 Strongly agree 34 61%

 Agree 15 37%

 Neither agree 00 00%

 Neither disagree 00 00%

 Strongly disagree 00 00%

 Disagree 01 02%

Total 50 100%

58
Analysis: Out of 50 employees 34 have been strongly agree, 15 employees have
agreed, 0 employees have neither agreed, 0 employees have neither disagrees, 0
employees have strongly disagrees and l response towards disagree.

Chart. No: 8. The selection process ensure that only competent


people are recruited.

Inference:
Based on the previous observation (refer table 7) most of the respondents feel that only
competent persons are recruited.

59
Table. no: 9. Do you feel group discussion should be conducted to
select right employee

Response No. Of respondent Percentage (%)

 Yes 47 93%

 No 03 07%

Total 50 100%

Analysis:
Out of 50 employees 47 have been opted for yes. 3 employees have been opted for no.

Chart:9. Do you feel group discussion should be conducted to select


right employee

60
Inference:
From the above table it confirms that group discussion should be conducted to select
right employee.

Table. no: 10. Effectiveness of interviews.

Response No. OfPercentage (%)


respondent

 Effective 49 98%

 Non- 01 02%
Effective

61
Total 50 100%

Analysis:
Out of 50 employees 49 have been opted for yes and I employee has been opted for
no.
Chart: 10. Effectiveness of interviews

62
Inference: From the above basis of selection effectiveness of interviews do help in
knowing a person better.
Table. no: 11. Do officials from different functions and different levels
of organization conduct interview?

Response No. Of respondent Percentage (%)

 Yes 48 95%

 No 02 05%

Total 50 100%

Analysis:
Out of 50 employees 48 have been opted for yes, and 2 employees have been opted for
no.

Chart: 11. Do officials from different functions and different levels of


organization conduct interview?

63
Inference:
From the above basis of selection the officials from different levels of organization do
conduct interview to assess the overall competence of the respondent.

Table. no: 12. What form of interview do you prefer?

64
Response No. Of respondent Percentage (%)

 Personal interview 49 98%

 Telephonic interview 00 00%

Anal
ysis:
 Video conferencing 00 00%
Out of
50

 All of the above 01 02%

Total 50 100%

employees 49 employees have been opted for personal interview, 0 have been opted
for telephonic interview, 0 have been opted for video conferencing, and Iresponse
towards all the above.

Chart: 12.
What form of
interview do
you prefer?

65
Inference: From the above basis personal interview do help in knowing a person
better in which employees are more satisfied than other types of interview

Table. no: 13. How do you rate the recruitment procedure?

66
Analysis: Out of 50 employees 47 employees have been opted for short process, 0
have been
opted Response No. Of respondent Percentage (%) for long

 Short process 47 93%

 Long process 00 00%

 Can’t say 03 07%

Total 50 100%

process, 3 employees have been opted for can't say.

Chart: 13. How do you rate the recruitment procedure?

67
Inference: From the above basis interview process followed in BHEL is short process
which is helpful for the applicants.

68
Table. no: 14. Does recruitment contribute to the goals of the
organization

Response No. Of respondent Percentage (%)

 Yes 48 95%

 No 02 05%

Total 50 100%

Analysis: Out of 50 employees 48 have been opted for yes, 2 employees have been
opted for no.

Chart: 14. Does recruitment contribute to the goals of the organization

69
Inference: From the above table it confirms that the recruitments contribute to the
goals of the organization.

70
Table. no: 15. Which source of recruitment do you prefer?

Response No. Of respondent Percentage (%)

 Internal 37 68%

 External 11 27%

 Both 02 05%

Total 50 100%

Analysis: Out of 50 employees 37 have been opted for internal source of recruitment,
for external source of recruitment and 2 employees opted for both. have been opted.

Chart: 15. Source of recruitment

71
Inference:
From the above table it confirms that the recruitments for internal candidates can be
done.

72
Table. no: 16. Are you satisfied with the interview process

Response No. Of respondent Percentage (%)

 Yes 48 95%

Analy sis:
 No 02 05%
Out of 50

Total 50 100%

employees 48 have been opted for yes, 2 employees have been opted for no.

Chart: 16. Are you satisfied with the interview process.

73
Inference:
From the above table it confirms that the interview process of the company is satisfied.

74
Table. no: 17. Physiological atmosphere during interview

Response No. Of respondent Percentage (%)

 Pleasant 47 93%

 Tense 00 00%

 Can’t say 03 07%

Total 50 100%

Analysis: Out of 50 employees 47 employees have been opted for short process, 0
have been opted for long process, 3 employees have been opted for can't say.

Chart: 17. Physiological atmosphere during interview was

75
Inference: From the above basis physiological atmosphere during interview is
pleasant.

76
Table. no:18. How many rounds of interview are conducted

Response No. Of respondent Percentage (%)

 1_2 50 100%

 2_3 00 00%

 More than 300 00%


round

Total 50 100%

Analysis: Out of 50 employees 50 employees have been opted for 1-2 rounds of
interview, 0 have been opted for 2-3 rounds of interview,0 have been opted for more
than 3 rounds.

Chart: no.18 How many rounds of interview are conducted

77
Inference:
From the above table it confirms that the rounds of interview conducted in the company
is 1-2 rounds of interview which is comfortable for the applicants.

Table. no: 19. What is main thing that retains you in the company?

78
Response No. Of respondent Percentage (%)

 Future prospect 33 61%

 Job security 12 31%

 Welfare entities 00 00%

 Image of02 05%


company

 Pay scale 01 03%

Total 50 100%

Analysis: Out of 50 employees 33 have been opted for Future prospects, 12


employees have been opted for Job security, 0 employees have been opted for Welfare
entities, 2 employees have been opted for Image of company and 1 response towards
Pay scale.

Chart: 19. What is main thing that retains you in the company?

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Inference:
Most of the employees retains in the company due to the future prospects according to
the above table.

Table. no: 20. How do you the HR practices of the company

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Response No. Of respondent Percentage (%)

 Very good 25 50%

 Good 25 50%

 Average 00 00%

 Bad 00 00%

Total 50 100%

Analysis:
Out of 50 employees 25 have been opted for very good, 25 employees have been opted
for good 0 employees have been opted for average, and 0 response towards Bad.

Chart: 20. How do you rate the HR practices of the company?

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Inference: On the basis of above table HR practices of the company is fair enough.

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CHAPTER – 5
SUMMARY OF
FINDING,
SUGGESTION,
CONCLUSION

SUMMARY OF FINDINGS:

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 From the above basis of selection that majority of the respondent found the
vacancies from advertisement .

 From the above basis of selection the recruitment policy in BHEL is excellent.

 From the above basis of selection the recruitment policy has improved in recent
years.

 From the above basis of selection the recruitment of man power is recognized in
advance.

 From the above table basis of selection there is induction and training program.

 Most of the selection is based on the mental capabilities(intelligence) of the


respondents and qualification is also equally important according to the
observation.

 Majority of the employees have endorsed the effectiveness of the selection


process of right personnel.

 Based on the previous observation (refer table 7) most of the respondents feel
that only competent persons are recruited.

 From the above table it confirms that group discussion should be conducted to
select right employee.

 From the above basis of selection effectiveness of interviews do help in knowing


a person better.

 From the above basis of selection the officials from different levels of
organization do conduct interview to assess the overall competence of the
respondent.

 From the basis of selection, like in all government organization most of all the
interviews are planned.

 From the above analysis it can be observed that there is existence of induction
program in the organization.

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 From the above table t confirms that the recruitments contribute to the goals of
the organization.

 The necessary tendencies have no effect on the recruitment in the company.

 From the above table it confirms that the recruitments for internal candidates can
be done.

 Majority of the respondents believe that recruitment helps one to know the
organization better.

RECOMMENDATIONS:
 The recruitment and selection should be categorized based on the company
needs and nature of work.

 The employees should be informed about the recruitment and selection activity
well in advance by the human resource department.

 The introduction of new recruitment policy should be easily applicable to al the


employees in the organizations.

 Requirement of manpower should be recognized by the human resource


department well in advance.

 The human resource department in the organization should refers to the process
of identifying and encouraging prospective employees to apply for the jobs,
selection is concerned with picking the right candidates from a pool of applicants.

 The induction program should be in way that will improve the status o employee's
in the organization.

 Internal recruitment should be largely favored by the recruitment and selection


department in a organization.

 Recruitment should be mainly based on the intelligence of the employee's.

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 Recruitments should be such a way that it contribute to the goals of the
organization.

 The organization should conduct only planned recruitment, which help to pick the
right people for right job.

 Group discussion should be involved in the recruitment and selection process,


which help in enhancing quality employee's for the organization.

CONCLUSION
 BHEL is one of the largest manufacturing enterprise in India in the energy related
infrastructure sector, today. BHEL was established more than 45 years ago,
ushering in the indigenous Heavy Electrical Equipment Industry in India-a dream
that has been more than realized with a well-recognized track record of
performance. The company has been earning profits continuously since 197-72
and paying dividends since 1976-77.

 The BHEL-EDN (electronic division unit at Bangalore Mysore road branch is very
active unit. The company organizes planned recruitment and selection of
employee's for the organization is fulfill with al needs of a interview which indeed
helps to get the best suitable candidate for right job.

 The human resource development program of BHEL-END has done a remark job
in recruitment and selection of employees through various planned methods
which saw an active response in getting the best candidates among the
presented crowd who appeared for the interview in the organization.

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QUESTIONNAIRE:
Name of the respondent :- ____________________
Age :- __________________
Qualification:- __________________
Designation:- ____________________
Department:- ____________________

1).How did you came to know about the vacancies n the BHEL?
o Advertisement
o Campus interview
o Employment exchange
o Others

2).What is your opinion of the recruitment policy?


o Excellent
o Good
o Satisfactory
o Poor

3).Do you find any improvements in the recruitment policy in the recent years?
o Yes
o No

4).Are the identification of the recruitment of man power is well in advance?


o Yes
o No

5). Are the induction training program given in the company?


o Yes
o No

6).According to you on what basis selection should be based?


o Intelligence

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o Qualification
o Experience
o Training
o Other

7).Does the selection process helps the organization to get the right man for right job?
o Yes
o No

8).Does the selection process ensure that only competent people are recruited?
o Strongly agree
o Agree
o Neither agree
o Neither disagree
o Strongly disagree
o Disagree

9).Do you feel group discussion should be conducted to select right employee?
o Yes
o No

10).What do you feel about interview process?


o Effective
o Non-effective

11).Do officials from different functions and different levels of organization conduct
interview?
o Yes
o No

12). What form of interview do you prefer?


o Personal interview
o Telephonic interview
o Video conferencing
o All the above

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13).How do you rate the recruitment procedure?
o Short process
o Long process
o Can't say

14).Does recruitment contribute to the goals of the organization?


o Yes
o No

15).Which source of recruitment do you prefer?


o Internal
o External
o Both

16).Are you satisfied with the interview process?


o Yes
o No

17).Physiological atmosphere during interview was?


o Pleasant
o Tense
o Can’t say

18).How many rounds of interview are conducted?


o 1_2
o 2-3
o More than 3 rounds

19).What is main thing that retains you in the company ?(If any two then tick those two)
o Future prospects
o Job security
o Welfare entities
o Image of company
o Pay scale

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20).How do you rate the HR practices of the company?
o Very good
o Good
o Average
o Bad

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BIBLIOGRAPHY

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BOOKS REFERRED:

 Aswathappa, Human Resource Management, Mc Graw Hill, Himalaya Publishing


House Sixth edition (2007).
 P Subba Rao, Essentials of Human Resource Management & Industrial
Relations, Himalaya Publishing House, Third edition (2010).
 P Subba Rao, Personnel and Human Resource Management, Himalaya
Publishing House, Second edition (2010).

JOURNALS REFERRED:

 Social Media & manual and catalogs of BHEL

WEBSITES:

 www.google.com
 www.bhel.com
 www.bheledn.com

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