SYSTEMS DOMAIN PRIVATE LIMITED BANGALORE

Project Report On

RECRUITMENT AND SELECTION PROCESS OF HAL

PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR MASTER OF BUSINESS ADMINISTRATION OF SIKKIM MANIPAL UNIVERSITY, INDIA

By

Miss. Poulami Sarkar

Regd. No: 511010259 Under the Guidance of Mr. MANISH R KHILLARE Dy. PERSONNEL MANAGER HAL KORAPUT, ORISSA

SIKKIM-MANIPAL UNIVERSITY OF HEALTH MEDICAL & TECHNOLOGICAL SCIENCES

DISTANCE EDUCATION WING,

DECLARATION

I Miss Poulami Sarkar hereby declare that the project report entitled RECRUITMENT AND SELECTION PROCESS OF HAL submitted in Partial fulfillment of the requirements for the Degree of Master of Business Administration to Sikkim Manipal University, India, is my original work and Not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes.

Systems Domain Pvt. . Bangalore DATE: 01/12/2011

Poulami Sarkar
Reg.No:511010259

ACKNOWLEDGEMENT

I extend my sincere gratitude to my project guide Mr. Manish R Khillare (Deputy Manager, Recruitment Section), HAL for providing me valuable guidance and infusing in me the confidence to complete the project. I value his guidance, inspiration and generous help. I am thankful to Mr. J. Demta, (Senior Training Manager), HAL for his immense support in providing me the necessary information required for my project. At the outset I express my deep sense of gratitude to Mr. Rajkumar Singh for giving me permission to undergo this training programme. I am grateful to all the staff and faculty members of Systems Domain Pvt. Ltd. for giving their valuable suggestion in completing the project. Lastly I am thankful to all the executives those who have supported me in the completion of this massive work.

Poulami Sarkar

To Whom It May Concern: CERTIFICATE

This is to certify that Miss Poulami

Sarkar underwent Training in

H.R Department

and efficiently handled the project on

RECRUITMENT

AND SELECTION HAL.

PROCESS OF

I certify that this project embodies the original and authentic work done by her under my supervision and is worthy of examination. I wish her all success for her future endeavor.

Mr. MANISH R KHILLARE Dy. PERSONNEL MANAGER

UNIVERSITY STUDY CENTRE CERTIFICATION

This is to certify that the project report entitled RECRUITMENT AND SELECTION HAL PROCESS OF

submitted in partial fulfillment of the requirements for the degree of Master of Business Administration of Sikkim Manipal University of Health, Medical & Technological Sciences. Poulami Sarkar has worked under my supervision and guidance and that no part of this project report has been submitted for any award of any other degree, Diploma, Fellowships, or any other similar titles and that work has been published in any journal or magazine.

Reg. No. 511010259 Place: Bangalore

Certified

Mr. Raj Kumar Singh Date: 01/12/2011 Systems Domain Pvt. Ltd.

Examiners Certification

The

project

report

of

Miss

Poulami

Sarkar

entitled

RECRUITMENT AND SELECTION PROCESS OF HAL is approved and is acceptable in quality and form.

Internal Examiner Name:

External Examiner Name:

SYNOPSIS OF THE PROJECT

TABLE

OF

CONTENTS

I.

INTRODUCTION.

II. MEANING AND PURPOSE OF RECRUITMENT.

III. RELEVANT AND OBJECTIVE OF THE STUDY.

IV. DATA SOURCE AND METHODOLOGY.

HUMAN RESOURCE MANAGEMENT

ConceptHuman resources management is a management function that helps managers to recruit, select, train, and develop members for an organization. Obviously HRM is concern with the peoples dimension in the organization. Organization is not mere bricks mortar, machinery or inventories. They are people who staff and manage organization.

HRM involve the application of management function and principle. The function and principle applied to acquisition, development, maintenance and remuneration of employee in organization.

Decision relating to employee must be integrated. Decision on different aspects of employee must be consistent with other HR decision.

HRM functions are not confined to business establishment only. They are applicable to non-business organization too, such as education, health care, re-creation and the like.

DEFINITIONHRM is concern with the people dimension in management. Since every organization is made up of people acquiring their services, developing their skills, motivating them to higher level of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving

organizational objectives. This is true regarding of the type of organization govt. business, education, health, recreation or social. In other way HRM is the planning, organizing directing and controlling of the procurement development compensation integration maintenance and separation of human resources to the end that individual organizational and social objectives are accomplished. Thus HRM refers to a set of programmed function and activities maximize both employee as well as organizational effectiveness.

NATURE OF HRMThe nature of HRM has been highlighted in its following features.
Integrated part of management- HRM is inherent in the process of

management. This function is performed by all the managers throughout the organization rather than by the HR department only. If a manager is to get the best of his people he must understand the basic responsibility of selecting people who will work under him.
Pervasive function- HRM is a pervasive function of management. It is

performed by all managers at various levels in the organization

Basic to all function areas-HRM permeates all the function areas of

management such as production management, functional management.

People centered- HRM is people centered and is relevant in all types of

organization. It is concerned with all categories of personnel from top to bottom of the organization.
Continuous process-HRM is not a one shot function. It must be performed

continuously if the organizational objectives are to be achieved smoothly.

 Based on human relation- HRM is concerned with the motivation

of human resources in the organization. Thus HRM refers to a set of programmed functions and activities designed and carried out in order to organizational effectiveness.

SCOPE OF HRMThe scope of HRM is indeed vast. They are enumerated below. 1. Human resource planning i.e. determining the number and kinds of personnel required to fill various positions in the organization. 2. Recruitment- selection and placement of personnel i.e. employment function. 3. Training and development of employee for their efficient performance and growth. 4. Performance Appraisal of employees and taking corrective steps to improve the performance. 5. Motivation of working by providing financial incentives and avenues of promotion. 6. Remuneration of employee i.e. giving them sufficient wages and fringe benefits to achieve higher standard of living

GROWTH AND DEVELOPMENT OF HRM IN INDIA-

As a part of introduction to the subject it is useful to study the evaluation of HRM. HRM a relatively new term emerged during the 1970s. Many people

continue to refer to the discipline by its older, more traditional titles, such as personnel management and personnel administration. The trend is changing. The term now days used in industry circle is HRM. Coming to the growth and development of HRM as a subject it may be stated that concern for the welfare of workers in the management of business enterprises has been in existence since ages. Kautilyas Arthasastra stated that there existed a sound base for systematic management of resources during as early as the 4th century B.C. The govt. took an active interest in the operation of public and private sector enterprises and provided systematic procedures for regulating employer employee relationships. In course of time two professional bodies, the Indian Institute of personnel management (IIPM) and the National Institute of Labor management (NILM) were set up. The aftermath of the Second World War and the countrys political independence witnessed increased awareness and expectations of workers. During the 1960s the personnel function began to expand beyond the welfare aspect industrial relations and personnel administration integrating into the emerging profession called personnel management (PM).

In the 1990s, the emphasis shifted to human values and productivity through people. Reselecting this trend, the American society for personnel Administration for human resource management (SHRM) thus beginning in the 1920s the subject of HRM has growth into a matured profession.

THE TEN C MODEL OF HRM

The field of HRM has been evolving ever since it came into existence in 1970s. HRM expects have proposed many7 models to interpret explain and also advocate HR polices and practices in true with specific ideology and philosophy. Among this new generation of models, ten C model of HRM is regarded as all encompassing and a pragmatic model. Alan price is the architect

of this model, who presented it in his book titled human resource Management in a business context published in 1997. There are ten essential principles-the-ten Cs- in this model. These are 1) Comprehensiveness: The HRM strategy of an organization must include all the aspects of people management typically starting from recruitment to post separation programmers. 2) Credibility: The HR practices must build trust between staff and top management and encourage employees, belief in HRM strategies. 3) Communication: The objectives of organization and that of HRM must be understood and accepted in organization must encourage openness and be free from all barriers. 4) Cost effectiveness: the reward and promotion system must be fair. 5) Creativity: the competitive advantage of the company must stem from its unique HR strategies 6) Coherence: HRM activities and initiatives must from a meaningful whole. 7) Competence: HRM strategy will be crafted in such a way that organization becomes competent to achieve its objectives with the support of individual Competencies. 8) Control: HRM policies and practices must ensure that performance of HR is consistent with business objectives.

9) Change: The basic premise of HRM strategy must be that continuous improvement and development is essential for survival. 10) Commitment: The last C stresses upon that employee are to be motivated to achieve organizational goals.

Meaning and purpose of recruitmentIntroductionThe human resources are the most important assets of an organization. The success or failure of an organization is largely dependant on the caliber of the people working their in. Without positive and creative contributions from people, organization cannot progress. In order to achieve the goals or perform the activity of an organization, therefore we need to recruit people with requisite skills, qualifications and experience. While doing so, we have to keep the present as well as the future requirements of the organization in mind.

DefinitionRecruitment is defined as a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Objectives of Recruitment:
1) To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies. 2) To induct outsiders with a new perspective to lead the company. 3) To infuse fresh blood at all levels of the organization. 4) To search for people whose skills fit the companys value? 5) To search for talent globally and not just within the company.

Constraints and challenges:In actual practice, it is always not easy to find and select a suitable candidate for a job opening. Following are the drawbacks Poor Image If the image of the firm is perceived to be low due to earning a bad name for environmental pollution , poor quality product etc than the possibility of attracting large number of candidate is less.

Unattractive job- In case of dull and boring job the no of applicant is low. Restrictive policies of govt.- A policy of filling vacancies through internal promotions based on seniority, experiences may often come the way of good recruitment.

RECRUITMENT POLICY
Recruitment policy of any organization is derived from the HR policy of the same organization. In other words former is a part of the latter. The following factors should be taken into consideration in formulating recruitment policy. a) b) c) d) e) f) g) Govt. policies HR policies of other competing organizations. Organizations HR policies Recruitment sources. Recruitment needs. Recruitment cost. Selection criteria and preference.

Sources of Recruitment:
The sources of recruitment are broadly divided into internal sources and external sources. Internal sources are the sources within organizational pursuits. External sources are sources outside organizational pursuits.

INTERNAL SOURCES:-

Present permanent Employees: Organizations consider the candidate from this source for higher level jobs due to (i) availability of must suitable candidates for jobs relatively or equally to the external sources (ii) to meet the trade union demands (iii) to the policy of the organization to motivate the present employee.

Present Temporary or casual demands: Organizational find this source to till the vacancies relatively at the lower level owing to the availability of suitable candidates or trade and pressures or in order to motivate them on the present job. Retrenched or Retired Employees: Generally a particular organization retrenches the employee due to lay-off. The organization taken the candidates for employment from the retrenched employee due to obligation, trade union pressure and the like.

Sometime the organizations prefer to reemploy their retired employees as a taken of their loyalty to the organization or to postpone some inter-personal conflicts for promotion etc. Dependents of decrease disabled, Retired and present employee Some organizations with a view to developing the commitment and loyalty of not only the employee but also his family members and to build up image provide employment to the dependent of decreased disabled and present employee.

Benefits of internal sources: i. Internal recruitment can be used as a technique of motivation. ii. Morale of the employees can be improved can be improved. iii. Loyalty, commitment a sense of belongingness and security of The present employees can be enhanced.

EXTERNAL SOURCES : Campus Recruitment:

This method involves sending of recruiters to various educational institutions like colleges and Universities importing education in Engineering & Technology, Agriculture, medicine, Management studies etc to get inexperienced candidates of different types and to vocational training institutes.

 Private Employment Agencies / Consultants:

These private agencies are brokers who bring employees and employees tighter. These agencies function effectively in the recruitment of executives. Hence they are also called executive search agencies most of the organizations depend on this source for highly specialized positions and executive positions. The Govt. set-up public employment exchange in the country to the candidates and to help the organizations in finding out suitable candidates. Professional organizations maintain complete information organizations recommend persons of high caliber for managerial, marketing and production engineer poets. Depending upon the image of the organization, its prompt for jobs through mail or hand over the applications in HR department. different sources like employment. Exchange, educational training institute etc and feed them in the computer. It will become another source and the company can get the particular as and when it needs to recruit.

Public Employment Exchange:

Professional organizations:

Casual Applicants:

Data Banks: The management can collect the bio-date of the candidate from

Similar Organizations:

Generally experienced candidates are available in organizations producing similar business. This would be the most effective source for executive positions and for newly established organization. Generally unemployed or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter intimacy with the management. Trade unions provide skilled workers in sufficient number.

Trade union:

Benefits of external sources: External sources provide the requisite type of personnel for an organizations having skill training and education Since persons are recruited from a large market, the best selection can be made. RECRUITMENT TECHNIQUES:-

Recruitment techniques are the means by which management stimulates prospective employees to apply for jobs. Management uses different types of technique to stimulate internal and external candidate. Technique useful to stimulate internal candidates is:
1.

Promotion: Most of the internal candidates would be stimulated to take up

higher responsibility if management gives them the assurance that they will be promoted to the next higher level.

2.

Employees will be stimulated to work in the new sections or places if management wishes to transfers them to the places of their choice. Techniques useful to stimulate external candidates

Transfers:

1)

Recommendations of the present employees:

Management can contact persuade the outsiders to apply for job in the organization through the recommendations to the candidates by the present employees, trade union leader etc.

2)

Scouting: Scouting means sending the representatives of the organization to

various sources of recruitment with a view to persuading or stimulating the candidate to apply for jobs .The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidate.

3)

Advertising: Advertising is a widely accepted technique of recruitment . It

includes advertising through different media like newspapers, magazines of all kinds, radio, television etc.

According to advertisement tactics and strategy in personnel recruitment three points should be taken into consideration. FRIST- to visualize the recruit. type of applicant one is trying to

SECOND- to write out list of advantages a company offers in other words why the reader should work for the company. THIRD- to decide where to run the advertisement not only in which area, but in which newspaper having a local, state or nation-wide circulation. MODERN SOURCES AND TECHNIQUES OF RECRUITMENT:-

A number of modern recruitment sources and technique are being used by the corporate sector in addition to traditional sources and techniques. They are describe belowWALK-IN- The busy organization 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 a specified place. CONSULT-IN- The busy and dynamic company encourage the potential job seeker to approach them personally and consult them regarding the jobs. The company selects the suitable candidates from among such candidates through the selection process. HEAD-HUNTING- The Company request the professional organizations to search for the best candidates particularly for the senior executive position. The professional organizations search for the most suitable candidates and advise the company regarding the filling up of the positions BODY-SHOPPING- Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employers contact, these organizations to recruit the candidates otherwise, the organization themselves approach the prospective employee to place their human resources. BUSINESS ALLIANCES- Business alliances like acquisitions mergers and take over help in getting human resources. In addition, the company does also have alliances in sharing their human resources on as-hoc basis. TELE-RECRUITMENTtelecommunication helped source of recruitment. vacancies through the world The technological revolution in the organizations to use internet as a Organizations advertise the job wide webs (WWW) internet.

RECRUITMENT

PROCESS

The recruitment process consists of the following steps-

1. First step The HR department receives the requisition list of employees from

various department of the company. The requisition form consists of jobs to be filled number of persons to be employed duties to be performed, skill and knowledge abilities, qualification and experiences of the candidates etc. It also contains terms and conditions of employment time period for joining the duties etc.
2. Second step- This step relates to identification of sources their locations areas

right time and development of sources.

3. Third step- this step includes searching for prospective candidates in the

sources developed.
4. Fourth step: This step involves motivating the prospective candidates to apply

for the job by providing the information about the company, job, pay scale, allowances, career opportunities, terms and conditions of employment etc.
5. Fifth step- This step involves stimulating the prospective and suitable

candidates to apply for the job by proving additional information to the candidates and procuring application from the candidates.
6. Sixth step- This step involve evaluating the effectiveness of the recruitment

process.

CONTENTS
Chapter-1
Introduction Importance of the study

Objective of the study Scope of the study Methodology Limitation

Chapter 2 Company Profile HR attitude

Chapter-3 About framework Recruitment and Selection Process

Chapter-4 Recruitment and Selection Process of HAL Recruitment Policies Methods of Recruitment

CHAPTER-5 Data Analysis Finding

CHAPTER-6 Conclusion Summary Bibliography Appendix

CHAPTER-1 HUMAN RESOURCE MAGAGEMENT AN OVERVIEW

As we are moving towards the 21st century, the world is becoming global market place for all the companies. The post liberalization, economic scenario has brought now challenges of corporate restructuring for the Indian companies. The impact of these changes is experienced by all sectors of the industries and across the countries. Thus the management industries have started taking half steps to combat the present recession in techno soft cut down on staff in the voluntary retirement scheme (VRS), managing with meager staff or contract based human resource, diversification, technological reformation and the most significant to develop an image of made in India through quality revolution. All such major change initiative generally implemented in the companies does not take into account the people factor and Indian value and belief system. This present industrial scenario has caused a feeling of insecurity in the mind of human resource working here. People are over burdened and work under tremendous tension trying to meet the needs of highly competitive work environment and work pressure like translating new designs in strength into finished defect free products, slash delivery times without compromising on costs, speed or product standards which the customer wants etc. thus adversely affecting the mental and physical health of the most important effect of an organization ie. Human Resource. One of the tools suggested in the paper for regular exercise, which can help to relive the tension and thus aid in mental relaxation, and lead to dull utilization of each individuals capacity along with physical fitness. Also human resource development grid model has been selected to emphasize the effect of concern for mental and physical health of people and concern for task in any organization to achieve total quality much required for work class competitiveness.

INTRODUCTION
Human Resource Management relate to the function of managing people from lower level to upper level of the organization and embraces policy determination as well as implementation of policies by the personnel at lower levels. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives.

Those organizations that are able to acquire, develop, stimulate and keep outstanding workers will be both effective and efficient. Those organizations that are ineffective or inefficient risk the hazards of stagnating or going out of business. Human Resource thus, creates organization and makes them survive and prosper. Some managers say that people are the most important assets of the organization. Human assets are virtual never shaver in the balance sheet as distinct category where a great of money is involved in the recruiting, selecting and training of people.

Recruitment, selection, promotion comes under the most vital managerial function staffing. We can say staffing means filling & keeping filled position of the organization structure. Recruitment, selection, promotion has been regarded as the most important function of personnel administration as well as for the organization because unless right people are lined the prospect development of an organization may hamper.

Further it is important to keep watching these functions very carefully. Once the required number & kind of human resources are determined, the management has to find the places where required human resource will be available & also find the means of attracting them towards the organization before selecting suitable candidate from outside organization.

Some people use the term recruitment for employment. Recruitment is only one step in the entire employment process. Similarly for selecting people choosing from among the candidate the one that best meet the position required in promotion has a greater responsibility and requires more advanced skill. It usually involves higher status and increase in pay.

NEED FOR THE PROJECT STUDY:The basis for conducting the project work is to fulfill the partial requirement to set a degree in the course of management business administration during the fourth semester; all the students are required to their study/specialization. This study on report carries some weight age/marks. Partial experience or research work is as significant as the theoretical study and it plays a major role in condole the knowledge of students. Practical study also serves as aground for enhancing the performance of the trainees. The present study in an industrial setup is meant exclusively to have in-depth knowledge of the current practices in an organization. Practical exposure is possible through discussion and interaction with the personnel at various levels of organization. Opinion survey and data collection from both executives and non executives helps in analyzing the current picture prevailing in the organization and suggestions can also be made in order to make the system more effective.

IMPORTANCE OF THE STUDY

Recruitment represents the first contact that a company makes with potential employees .It is through recruitment that many individuals will come to know about a company and eventually decide weather they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applications where as a haphazard and peaceful effort will result in mediocre ones.

OBJECTIVE OF STUDY

To know about recruitment structure its objectives and policies. To know on which all courses the organization depends to attract people. To know the growth rate after recruiting fresh blood in each level of organization. To know and study about the process of selection. To know up to which extent the company utilizes its manpower skill, knowledge at different level of hierarchy. To know the process of promotion. To know on what basis the promotion is made. To measure how efficient the managers are performing in this area.

SCOPE OF THE STUDY

The scope of Personal Administration is very vast; it is very difficult to study every aspect of the study. Keeping in view availability of resources and time factor stress is given only to practices of the company in handling personnel problems and their redresses. The scope of the study is confined to Hindustan Aeronautics Limited, Engine Division, Koraput, at Sunabeda. The data have been collected and studied in the following areas: Organizational Profile Structure and Function of Personal Department Employment Administration Salary and wage administration Tanning and development Industrial relation Labor welfare administration

METHODOLOGY
For investigating and acquiring scientific knowledge about any problem, situation or subject a researcher has to make out the methodology of study which refers ton the body of methods or techniques used in conducting the study. By methodology only we can be able to catch or able to get the actual problems or fact or any types of misappropriation and mispresentation etc. Because methodology proceed in a sequence or step by step To make the present study more scientific, the following methodology has been adopted.

DATA COLLECTION
The relevant data regarding the field of study were collected by the following sources . 1. 2.
(1)

Primary Sources Secondary Sources

Primary Sources: Management Representatives Union Representatives Workers

(2)

Secondary Sources: Personnel Bulletins Personnel Policy Books Records, Documents and files. Standing Orders.

LIMITATIONS OF THE STUDY

While conducting the research, there are a number of difficulties/hindrances that a researcher has to face, and so this present study has also got some limitations. These are listed as below:
1.

It is thought to get all the relevant facts from the personal concerned, due to their business, which automatically drops up.

2.

Hindustan Aeronautics limited, being a defense production unit under MINISTRY OF DEFENCE, most of the data are kept spare much of their time.

3.

The main problem was that most of the executives as well as workers were busy with their normal works, so they could not spare much of their time.

4.

The company being a big concern and has huge records and data, it was very difficult to go through all the cases and study them in full details.

CHAPTER-2

HINDUSTAN AERONAUTICS LIMITED

INTRODUCTION

Hindustan Aeronautics Limited was formed on 1st October 1964 by the merger of the Hindustan Aircraft Limited and Aeronautics India Limited. Late Shri WALCHAND HIRACHAND set up Hindustan Aircraft Limited at Bangalore in Karnataka in December 1940, in association with the Government of Mysore, as a Private Limited Company. In June 1942, Government of India purchased the interests of the company and took over its management. The HARLOW TRAINER AND CURTISS HAWK FIGHTER AIRCRAFT LIMITED and they were successfully flown in 1942. In 1948, with the impetus given by the Prime Minister of India, Late Jawaharlal Nehru, the policy for manufacture as well as design and development of Aircraft was taken over by the Government of India. In August 1962, Government of India entered into a collaboration agreement with the Soviet Union for

the manufacturing of MIG-21 FL Aircraft including its engine and avionics. Hindustan Aeronautics Limited was formed to under

take

the

manufacture

and

overhaul

of

the

Airframes/assembly of Aircrafts, Koraput in Orissa for the manufacturing and overhaul of Aero engines and at Hyderabad in Andhra Pradesh for the avionics for the MIG Aircraft.
Hindustan Aircraft Limited and Aeronautics India Limited were merged in October 1964 to form the present Hindustan Aeronautics Limited. In July 1970, a Helicopter Division was established as a part of BANGALORE Complex for the manufacture of CHETAK and CHEETAH Helicopters under license from FRANCE. An agreement was signed in August, 1962 with the Soviet Union for manufacture of MiG-21 E7FL Air craft under license the Aero engine Factory at Koraput (ORISSA), the Air frame Factory at Nasik (Maharastra), and the Avionics Factory at Hyderabad (Andhra Pradesh) have been set up to meet this requirement on the name of Aeronautics India Limited which was formed on April 1964 and new company under three name of Hindustan Aeronautics Limited was formed. The government sanction for the first phase of construct of the Aero engine factory at Sunabeda (Koraput) was accorded March 1964 and the factory started manufacture of R11F2-Series-III engines for fitment on MIG-21FL Aircraft from 1969 onwards. The first engines of imported

category manufactured in December 1968 and various categories of engines were produced during the subsequent years. The first raw material engine was produced in February 1971. The production programmes for the factory also include manufacture of forging and casting required for MiG-Aircraft. To meet the Air force requirement for improved fight interceptor aircraft, an agreement was signed with USSR in August1976 for manufacturing MiG-21BIS Aircraft. The power plant of this aircraft is the R25 turbojet engine. The government approval for setting up capital facilities was accorded in October 1977. The first engine of imported category delivered to HAL Nasik Division in the year 1978-79.The FI raw material engine was delivered during January1983. With signing of the inter governmental agreement for manufacture of MiG 27M Aircraft on 19th March 1982, this Division would be involved in the manufacture of R-29B series of engine from the year 1984-85 In order to attain self-sufficiency and to avoid difficulties regarding supply of Raw Material & other layout items from USSR, it was decided to provide indigenous supply of spares manufacturing for Overhaul/maintenance of the fleet. The Government approval for undertaking the tax received during 197778 and the indigenization plan was formed to tackle. ARS and first moving spares. Metallic material. Non-metallic material.

 Ready-made articles. The activities towards these are being progressed as per approved time frame.

HISTORY GROWTH AND OBJECTIVES OF THE EARLY YEARS

The origins of the present day Hindustan Aeronautics Limited can be traced to the erstwhile Hindustan Aeronautics Limited, which was set up in December 1940 by a foreign industrialist the late Seth Walchand Hirachand in association with the government of the princely state of Mysore. The company was registered on 23rd December 1940 as private limited company by tie registrar of joint stock companies of Mysore State.

The company commenced its operations with the aim manufacturing the Harlow Trainer, Curtsies Haw Fighter the Vul Bomber in collaboration with the Inter Continental Aircraft Company USA. The first flight handed over to the government of India in August 1941. A ten-seat glider designed by Dr.V Ghatage was also test flown in August 1941.

Due to the exigencies of the Second World War management of the company was handed over to USA in September 1942. HAL serves as

the principal Overhaul base for the So East Asia Command of the allied forces, Liberator and Mitch Bombers, Dakota and commando transport Aircraft, PHY Catal Amphibious Aircraft and Piston engines fitted on this Aircraft.

After the close of Second World War, the management Hindustan Aircraft limited reverted to the management of India December 1945 and was placed under the administrative control of the Ministry of Industry and Supply. Soon after Independence, the government of India received the policy for manufacture aircraft. A LIC agreement was entered into in 1947 for the manufacture of archival prentice trainer Aircraft. Shortly there after October 1948, a project was sanctioned for design of the HT elementary piston engine trainer aircraft. The fist permit assemble from kits, was flown on 30th August 1951 and the HT-2 was aware type certification in January 1953. Dr. V M Ghatage was the chief designer of the HT-2 and the design team comprised young India engineers, mostly drawn fresh from the colleges.

THE FIFTIES

In March 1950, the government entered into license agreement with De Havilland of UK for the manufacture of Vampire Fighter Aircraft. In August 1956, a major design and development programme was launched for HF-24 (Marut) Transonic Jet Fighter was the Bristol Orpheus engine. Dr. Kurt tank, a renowned German designer responsible for the Fockewulf-190 fighter of world II fame was appointed as director of engineering, leading composite design team of German and Indian engineers. The mass prototype flew on 17th June 1961. In September 1956, the government entered into license agreements with Follands and Bristol Aero Engine Company of to undertake manufacture of Gant aircraft and Orpheus engines. Another major design and development project sanctioned December 1959 was the HJT-16 (Kiran) basis jet trainer aircraft. The chief designer for the kiran (as also the Pushpak & Krishna was Dr. V M Ghatage.

THE SIXTIES

Aeronautics India Limited was set up by the government India on 16th August 1963 to under take manufacture of the MiG FL aircraft, for which the government entered into collaboration agreement with the government of USSR in August 1962. Factories were set up at Nasik for manufacture of airframes, at Koraput for manufacture of MIG engines and Hyderabad for manufacture of the MIG avionics. The first 21Fl aircraft was produced in July 1966. Aircraft manufacturing depot was established at Kanpur January 196 as an air force unit for manufacturing of Haw Siddley HS-748 twin turbo prop transport aircraft fitted with Rolls Royce Dart engines. Hindustan Aircraft Limited was dissolved and its assembly merged with those of Aeronautics India Limited on 1st October 1964 to form Hindustan Aeronautics Limited. The Rail Co. factory at Bangalore continued to be a part of Hindustan Aeronautics Limited until January 1965 when it was separated from HAL and merged with Bharat Earth Movers Limited

SEVENTIES

On the recommendations of Aeronautics Committee, (1969) separate division for manufacture of Alouette III (Chetak) lama (Cheetah) helicopter was set up at Bangalore in July 1969. Also on the recommendations of Aeronautics Committee, Government decided to set up facilities for manufacturing aircraft instruments and accessories at Lucknow. The Avionics Design Bureau was formed in 1971 by merger the special project Te-M (SPT) established earlier at Bharat Electronics Limited, with the R&A Department of the Hyderabad Division. A design bureau was set up at Lucknow in 1973, Design and Development of accessories. A relatively MiG Project for design and development of Basant Agriculture Aircraft was undertaken between 1970 and 1974. In April 1979, the Government of India with BAe entered into license agreement for manufacture of the Jaguar aircraft and with Royce-Turbomeca for manufacture of the Adour engines fitted the Jaguar aircraft

THE RECENT YEARS

The year 1980-81 was a bad year for the company as there was unprecedented prolonged strike of 77 days of the issue of parity with BHEL. Besides the order book position for division of Bangalore complex and Kanpur division was very unsatisfactory. In March 1982, an agreement was signed with USSR authorities license production of the swing-wing MiG 27M aircraft as a follow on project for the MiG 21 BIS.

INDIGENOUS NAMES OF HAL PRODUCTS

SL. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 AIRCRAFT MIG-21FL MIG-21M/MF MIG-21BIS MIG-23MF MIG-23BN MIG-25 MIG-27M MIG-29 GNAT HF-24 HJT-16 JAGUAR MIRAGE-2000 HS-748 (AVRO) ALLOUTEE AN-32 MI-8 MI HPT-32 ENGINE R11-F2 R11-F2S/F2SK R-25 R-29 R-29B R-29B R-29B RD-33 ORPHEUS-701 ORPHEUS-703 VIPER-11 ADOUR MK-803 M-53 DART-531 ARTOUSTE-IIIB ------PISTON ENGINE INDIGENOUS NAME BADAL TRISHUL VIKRAM RAKSHAK VIJAY GARUD BAHADUR VAJ AJEET MARUT KIRAN SHAMSHOR VAJRA CHITRA CHE (HELICOPTER) CHEETAH SUTLUJ PRATAP AKBAR ---

20

SU-30

AN 31F

---

The following are the products developed and designed by H.A.L.

Sl. No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10

NAME OF THE AIRCRAFT HT PUSPAK KRISHAK MARUT (HF 24) MARUT (TRAINER) KIRAN MAKE-II AND IA BASANT AJEET HPT-32 AJEET TRAI NER

PURPOSE TRAINER TRAINER AIR OBSERVATION POST GROUND ATTACK ADVANCED JET TRAINER AGRICULTURAL GROUND ATTACK AB TRAINER TRANSONIC JET TRAINER ---

1.

BANGALORE COMPLEX

(A) Aircraft Division (B) (C) Engine Division Helicopter

Manufacturing Jaguar aircraft Manufacturing Jaguar engines - Manufacturing Helicopter - Casting & Forging - Overhaul of Jaguar and other - Manufacturing of launching pads - For common services to all

(D) Forge and Foundry Division (E) Overhaul Division Engines (F) Space Division and common satellites. (G) Servicing Division Division.

2. (A)

MIG COMPLEX Nasik Division Manufacturing and overhaul of

Airframes. (B) Koraput Division Manufacturing and Overhaul of MIG Engines.

3.

ACCESSORIES COMPLEX: (A) Hyderabad Division Manufacturing of electronics and

Navigational equipments. (B) (C) Kanpur Division Lucknow Division Manufacturing of passenger Aircrafts. - Manufacturing of hydraulic pumps& starter generator. (D) Korwa Division equipments. 4. DESIGN COMPLEX: Bangalore Division Engine. HEAD OFFICE: The head office of HAL is located at Bangalore another at New Delhi under the ministry of Defence. The recommendation of the review were subsequently approved by the board of Directors in September 1972 and forwarded Govt. who informed the Company in May 1973 that they might adopt these objectives. These objectives remain essential uncharged to date except that they have been amplified in 1983 through the medium of MDs dated 14th 1983 emphasizing the following: Modification of any component or unit of an Manufacturingof advanced navigational

1 2 3
4

That our products are the highest quality and reliability. That our products are fully supported after scale to customer. That capacity utilization is optimized, restoring which is necessary to diversification and export.
Greater trust towards indignations of materials and product to improve self-reliance.

LOCATION OF THE HAL DIVISION

Now there are seven Divisions of HAL in India. DIVISION 1. Bangalore Division (Karnataka) (a) (B) Barakpur Division (West Bengal)It is a branch of Bangalore Division. Nasik Division (Maharastra) (Orissa) 2. Koraput Division

3. Hyderabad Division (Andhra Pradesh)

4. Lucknow Division (Uttar Pradesh)

5. Kanpur Division (Uttar Pradesh) 6. Korwa Division (Uttar Pradesh)

In August 1982 Govt. approved the proposal for setting up advanced systems divisions at Korwa. A major milestone 1983 was the formulation of a design perspective plant that envisages design and development of portfolio of projects including the basic Turbo Prop Trainer, Advanced Jet Trainer Hindustan Pressurized Light Transport (30-35seats) light components Aircraft etc. in the period of 1984-1994.

CORPORATE OBJECTIVES

The objectives for which the company is established are out in the memorandum of association of HAL. There are clauses which interlie provide for design, development, manufacture, repair and overhaul of aircraft, engines related materials, components and equipment. The objects wide ranging and include provisions for establishing, maintaining and operating air services and training institutions for pilot engineers.

Manufacture of Missiles and Weapons, to take or otherwise acquire and hold shares in other company having objective altogether or in part similar to those of HAL etc.

In April 1971, the board of directors of HAL appointed committee known as review committee of HAL to review the functioning of the company and make its recommendations. Committee formulated a statement of basic objective adoption by HAL, as detailed below:

BASIC OBJECTIVES
To serve as an instrument of the national policy to achieve selfreliance in the design, development and production aircraft and aeronautical equipment to meet the counter changing and growing needs, with special emphasis on millet requirement. In fulfillment of this objectives, the company shall regard its fundamentally responsible for design and development, rely however, upon such relevant facilities as are available in to national institutions, but always holding itself basic a responsible for the growth and furtherance of the counter aeronautics capability. To so conducts its business economically and efficiently it can contribute its due share to the national effort achieving a self-reliant and self-generating economy. Towards this end, to develop and maintain an organization which will readily respond to and adopt the changing matrix of soc technoeconomic relationship and where in a climate of grow professional competence, self-discipline, mutual understand deep commitment and a sense of belonging will be fostered each employee will be encouraged to grow in accordance with potential for the furtherance of the organization.

ORGANISATIONAL CHART OF THE PERSSONNEL DEPARTMENT

GENERAL MANAGER

CHIEF MANAGER (P&A)

SENIOR MANAGER ( P&A)

MANAGER (P&A) ESTT

MANAGER LEGAL

INDUSTRIAL RELATIONS

ASST LEGAL OFFICER

SECRTARIAT OFFICIAL LANGUAGE CELL PRINTING PRESS

DEPUTY PERSONNEL MANAGER (P&A) (RECRUITMENT) PERSONNEL OFFICER (RECRUITMENT)

TRANSPORT TOWNSHIP GUEST HOUSE

CHIEF SUPERVISOR
ASST PERSONNEL OFFICER (DISCIPLINARY)

RUSSIAN ENCLAVE

PERSONNEL OFFICER (POLICY) & STATISTICS

PERSONNEL OFFICER (ESTABLEISHMENT)

ASSTPERSONNEL OFFICER (ESTABLISHMENT)

CHIEF SUPERVISOR

DESPATCH SECTION

CHIEF SUPERVISOR

CHIEF SUPERVISOR

ASST SUPERVISOR

MESSENGER MESSENGER

ASST SUPERVISOR

ADMINISTRATIVE CHART

EXCUTIVE DIRECTOR GENERAL MANAGER

CHIEF MANAGER (P&A)

SINIOR MANAGER (P&A)

SENIOR MANAGER TRAINING

MANAGER (P&A) ESTT

MANAGER LEGAL

MANAGER TRAINING

ASSTI TRAINING OFFICER

OFFICAL LANGUAGE CELL

ASSTLEGAL OFFICER

MANAGER INDUSTRIAL RELATIONS INDUSTRIAL RELATIONS OFFICER

PERSONNEL OFFECER (POLICY)&STATISTIC

SECRETARIAT PRINTING PRESS PERSONNEL OFFICER (ESTABLISHMENT) ASST INDISTRIAL RELATIONS OFFECER

DIPUTY PERSONEL (RECRUTIMENT) ENGINEER TRANSPOR

PERSONNEL OFFICER (RECRUTIMENT)

ASST PERSONNEL OFFICER (ESTABLISHMENT)

AAOFFICER (HACCS)

ASST PERSONNEL (DISCIPLLNARY)

MANAGER TOWNSHIP

AAO RUSSIAN ENCLAVE

AAO GUEST HOUSE

CHAPTER-3

RECRUITMENT AND SELECTION

THEORITICAL FRAMEWORK

INTRODUCTION
Organization and individual development and progress are simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through Human Resource and Development. Recruitment is the most important system of Human Resource Development. In HRD recruitment forms the first stage in the process, which continues with selection and ceases with the placement of candidates. Recruitment is a specialized function and is one of the fundamental operation functions for Human Resource Management.

Recruitment is a discovering of potential applicants for actual or anticipated organizational vacancies .It is utilizing a systematic and organized procedure by which a candidate can be selected for a new job. Every organization needs to have well new recruitment policies.

In an organization, man, machine, money & methodology required meeting its target and amongst all, man is conscious being who subsequently produce their requirements. The work study dept, when is known as management service department decides the quantify of products, it will produce per annum and it studies the requirement of man power in different operations per annum, basing on the methodology and types of machines available with it, on which the type and number of personal to be inducted is decided. Thereafter the personal and administrative department is informed to take necessary action to absorb personal either from the locality or from the state or national level basing on the profession. Especially recruitment forms the first stage in the process, which continues with selection and ceases with the placement of candidates. Recruiting makes possible to acquire the number and type of people necessary to ensure the continued operation of the organization. The personal requisitions contains details of persons to be recruited, the duties to be performed, qualifications required from the candidates. RECRUITMENT Recruitment is a process which generally begins when the personal department receives the requisitions for recruitment from the management services department of the company .the personal requisitions contains details about the positions to be filled, the number of persons to be recruited, the duties to be performed, qualification required for the candidate, terms &conditions of employment and the line by which the persons should be available for appointment etc. According to Yodder, "Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective manpower in adequate numbers to facilitate effective selection of an efficient working force.

According to Flippo," Recruitment is the process of searching for the employees and encouraging them to apply for jobs in an organization. Recruitment needs are of three types-

Planned, Anticipated and Unexpected. Planned retirement Anticipated Anticipated needs refer to those movements in personal, which an organization can predict by studying trends in the internal and external environments. . Planned needs arise from the changes in organizations and

Unexpected- Resignations, death, accidents illness give rise to personal unexpected needs.

Objectives of Recruitment:
1) 2) 3) 4) 5) To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies. To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization. To search for people whose skills fit the companys value. To search for talent globally and not just within the company.

Constraints and challenges:In actual practice, it is always not easy to find and select a suitable candidate for a job opening. Following are the drawbacks Poor Image If the image of the firm is perceived to be low due to earning a bad name for environmental pollution , poor quality product etc than the possibility of attracting large number of candidate is less. Unattractive job- In case of dull and boring job the no of applicant is low.

Restrictive policies of govt.- A policy of filling vacancies through internal promotions based on seniority, experiences may often come the way of good recruitment.

Sources of Recruitment:
The sources of recruitment are broadly divided into internal sources and external sources. Internal sources are the sources within organizational pursuits. External sources are sources outside organizational pursuits.
INTERNAL SOURCES:-

Present permanent Employees: Organizations consider the candidate from this source for higher level jobs due to (i) availability of must suitable candidates for jobs relatively or equally to the external sources (ii) to meet the trade union demands (iii) to the policy of the organization to motivate the present employee. Present Temporary or casual demands: Organizational find this source to till the vacancies relatively at the lower level owing to the availability of suitable candidates or trade and pressures or in order to motivate them on the present job. Retrenched or Retired Employees: Generally a particular organization retrenches the employee due to lay-off. The organization taken the candidates for employment from the retrenched employee due to obligation, trade union pressure and the like.

Sometime the organizations prefer to reemploy their retired employees as a taken of their loyalty to the organization or to postpone some inter-personal conflicts for promotion etc. Dependents of decrease disabled, Retired and present employee Some organizations with a view to developing the commitment and loyalty of not only the employee but also his family members and to build up image provide employment to the dependent of decreased disabled and present employee.

Benefits of internal sources: i. Internal recruitment can be used as a technique of motivation. ii. Morale of the employees can be improved can be improved. iii. Loyalty, commitment a sense of belongingness and security of The present employees can be enhanced. EXTERNAL SOURCES : Campus Recruitment:

This method involves sending of recruiters to various educational institutions like colleges and Universities importing education in Engineering & Technology, Agriculture, medicine, Management studies etc to get inexperienced candidates of different types and to vocational training institutes. These private agencies are brokers who bring employees and employees tighter. These agencies function effectively in the recruitment of executives. Hence they are also called executive search agencies most of the organizations depend on this source for highly specialized positions and executive positions. The Govt. set-up public employment exchange in the country to the candidates and to help the organizations in finding out suitable candidates. Professional organizations maintain complete information organizations recommend persons of high caliber for managerial, marketing and production engineer poets. Depending upon the image of the organization, its prompt for jobs through mail or hand over the applications in HR department. different sources like employment. Exchange, educational training institute etc and feed them in the computer. It will become another source and the company can get the particular as and when it needs to recruit.

Private Employment Agencies / Consultants:

Public Employment Exchange:

Professional organizations:

Casual Applicants:

Data Banks: The management can collect the bio-date of the candidate from

Similar Organizations:

Generally experienced candidates are available in organizations producing similar business. This would be the most effective source for executive positions and for newly established organization.

 Trade union:

Generally unemployed or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter intimacy with the management. Trade unions provide skilled workers in sufficient number.

Benefits of external sources: External sources provide the requisite type of personnel for an organizations having skill training and education Since persons are recruited from a large market, the best selection can be made. RECRUITMENT TECHNIQUES:Recruitment techniques are the means by which management stimulates prospective employees to apply for jobs. Management uses different types of technique to stimulate internal and external candidate. Technique useful to stimulate internal candidates is:

1.Promotion: Most of the internal candidates would be stimulated to take up

higher responsibility if management gives them the assurance that they will be promoted to the next higher level.

2.Transfers:

Employees will be stimulated to work in the new sections or places if management wishes to transfers them to the places of their choice. Techniques useful to stimulate external candidates

i) Recommendations of the present employees:

Management can contact persuade the outsiders to apply for job in the organization through the recommendations to the candidates by the present employees, trade union leader etc.

ii)Scouting: Scouting means sending the representatives of the organization to

various sources of recruitment with a view to persuading or stimulating the candidate to apply for jobs .The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidate.

iii)Advertising: Advertising is a widely accepted technique of recruitment . It

includes advertising through different media like newspapers, magazines of all kinds, radio, television etc.

According to advertisement tactics and strategy in personnel recruitment three points should be taken into consideration. FRIST- to visualize the type of applicant one is trying to recruit. SECOND- to write out list of advantages a company offers in other words why the reader should work for the company. THIRD- to decide where to run the advertisement not only in which area, but in which newspaper having a local, state or nation-wide circulation. MODERN SOURCES AND TECHNIQUES OF RECRUITMENT:A number of modern recruitment sources and technique are being used by the corporate sector in addition to traditional sources and techniques. They are describe belowWALK-IN- The busy organization 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 a specified place. CONSULT-IN- The busy and dynamic company encourage the potential job seeker to approach them personally and consult them regarding the jobs. The company selects the suitable candidates from among such candidates through the selection process. HEAD-HUNTING- The Company request the professional organizations to search for the best candidates particularly for the senior executive position. The professional organizations search for the most suitable candidates and advise the company regarding the filling up of the positions BODY-SHOPPING- Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employers contact, these organizations to recruit the candidates otherwise, the organization themselves approach the prospective employee to place their human resources. BUSINESS ALLIANCES- Business alliances like acquisitions mergers and take over help in getting human resources. In addition, the company does also have alliances in sharing their human resources on as-hoc basis

TELE-RECRUITMENTThe technological revolution in telecommunication helped the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the world wide webs (WWW) internet.

RECRUITMENT

PROCESS

The recruitment process consists of the following steps-

First step The HR department receives the requisition list of employees from various department of the company. The requisition form consists of jobs to be filled number of persons to be employed duties to be performed, skill and knowledge abilities, qualification and experiences of the candidates etc. It also contains terms and conditions of employment time period for joining the duties etc. Second step- This step relates to identification of sources their locations areas right time and development of sources. Third step- this step includes searching for prospective candidates in the sources developed. Fourth step: This step involves motivating the prospective candidates to apply for the job by providing the information about the company, job, pay scale, allowances, career opportunities, terms and conditions of employment etc.

Fifth step- This step involves stimulating the prospective and suitable candidates to apply for the job by proving additional information to the candidates and procuring application from the candidates.

Sixth step- This step involve evaluating the effectiveness of the recruitment process.

Thus, the above definitions revels that Recruitment is a complex job because too many factors effect it e.g. image of the organization, nature of jobs offered, organizational policies, working conditions and compensation levels in the organizations, rate of growth of the organization, past recruitment record, employment conditions in the community, trade union attitudes, labor laws, culture and environment (e.g. sons of the soil), government policies (e.g. reservations of SC, ST/OBC). Most of these factors serve as constraints restricting the freedom of management in recruitment.

Thus, keeping in view various types of functions Hindustan Aeronautics Limited has perfectly designed the Recruitment and Promotion (R&P) rules

CHAPTER-4

-Recruitment and Selection Process of HAL -Recruitment Policies -Methods of Recruitment

RECRUITMENT AND PROMOTION RULES AERONAUTICS LIMITED

OF

HINDUSTAN

The recruitment and promotion rules came into force with effect from Nov.1967.These has been amended from time to time .The major provisions of these rules that apply to all employees of HINDUSTAN AERONAUTICS LIMITED other personal or deputation or contract are given below.

CLASSIFICATION

Senior Executives: Officers in Grade-V and above. Executives: Officers in Grade-III and IV. Junior Executives: Officers in Grade-I and II Adapting one or more of the following measures makes recruitment in the company.

Advertisement in the press (newspapers) Notifications to the employment exchanges/directorate General of resettlement, new Delhi / Rajya Sainik Board / Special employment Exchange for physically handicapped / District Magistrate in the concerned state/department of social welfare of all state government/Recognized represented association of SC/ST, Secretariat of parliamentary committee on the welfare of SC/ST, Commissioner for SC/ST, selected All India Radio stations of Doordarshan Kendras. Appointment by deputation or contract. Absorption of trainees under the various training scheme of the company. Appointment of the compassionate grounds and of dependents of expropriated landowners. Appointment of talented Indians staying aboard. Campus Recruitment Appointment under sports quota.

DEFINATIONS: In the recruitment and promotion rules: "Company" means Hindustan Aeronautics Limited whenever situated and includes all factories, divisions, corporate office and administrative office.

"Appointing authority" means the President of India, the Board of Directors, the

Chairman, The Managing Directors, the Whole Time Directors, the Group Executives, the General Manager of the Division or any other officer of the company to whom the powers in this regard have been specially delegated.

"Employee" means any person employed in the company other than person or deputation or contract.

Trainee means a learner recruited under any of the Training Schemes of the company and who is engaged in learning and is governed by the terms and conditions laid down in the bond /agreement executed by him with the company excluding Apprentice under the act.

The process of recruitment in the Hindustan Aeronautics Limited starts with the Personnel Department by giving advertisements in various ways, preferably

1. Employment Exchange 2. Newspaper 3. Internet The Application fee for direct recruitment of officers cadre is Rs 200/- to various posts. SC /ST/PHD and internal candidate will continue to be fully exempted of application fee.

STEPS ON RECRUITMENT PROCESS

The Recruitment process consists of the following steps: Recruitment process generally begins when the personal department receives requisitions for recruitment from any department of the company. The personal requisitions contain details about the position to be filled, the number of persons to be recruited, the duties to be performed, qualifications required from the candidate, terms and conditions of employment and the time by which the persons should be available for appointment etc.

Locating and developing the sources of required number and type of employees. Identifying the prospective employees with required characteristics. Communicating the information about the organization, the job and the terms and conditions of service. Encouraging the identified candidates to apply for jobs in the organization. Evaluating the effectiveness of recruitment process.

Specimen copy of recruitment process is given below.

Human Resource Planning Recruiting Required Personnel Selecting Qualified Personnel Placing Selected Personnel on job source Planning

Finding and developing Source of potential employees

Search for prospective employees (a) Developing techniques (b) Attracting candidates

Evaluating effectiveness Of recruiting

Personnel Research Internal Sources Job Posting Experience

Transferring to new job Upgrading in same position Promoting to higher job

Employee Referrals External Sources Advertising Scouting

Providing information Clarifying Doubts

RECRUITMENT POLICY
This policy specifies the objectives of recruitment and provides a framework of implementation of these recruitment programmes in the form of procedures. It may involve the commitment to principles such as enriching the organizations human resources by filling vacancies with the best qualifies people, attitudes towards recruiting the handicaps, minority groups, women friends and relatives of present employees, promotions from within. It may also involve the organization system to be developed for implementing recruitment programme and procedures to be developed.

General Principles of recruitment policy:

1

To find and employ the best qualified persons for each job.

To retain the most promising of those fired.

To offer promising opportunities for life time working careers.

To provide facilities and opportunities for personnel growth on the job.

To provide facilities and opportunities for personnel growth on the job.

According to Yoder, recruitment policy is concerned with quantity and qualifications (viz., and Q1 and Q2) of manpower. It establishes broad guidelines for staffing process; generally, the following factors are involved in a recruitment policy. To carefully observe the letter and spirit of relevant public policy on hiring and on the whole employment relationship. To provide industrial employees with the maximum of employment security, avoiding frequent lay off or lost time. To provide each employee with an open road and encouragement in the continuing development of his talents and skills. To assure each employee of the organization interest in his personnel goals and employment objectives. To assure each employee of fairness in all employment relationship including promotion and transfers. To avoid cliques this may develop when several members of the same household or the community are employed in the organization. To provide employment in jobs which are engineered to meet the qualifications of handicapped workers and minority sections To encourage one or more strong effective, responsible trade unions among the employees.

PRE REQUISITES OF A GOOD RECRUITMENT POLICY

There are several pre requisites of a good recruitment policy. It should

Abide by the relevant public policy and legislation on hiring and on the whole employment relationship.

2 Provide employees with job security and continuous employment. 3 4 Integrate organizational needs and employee needs; Provide each employee with freedom and opportunity to utilize and develop knowledge and skills to the maximum possible extent. 5 6 7 8 Treat all employees fairly and equitably in all employment relationship. Provide suitable jobs and protection to handicapped, women and Encourage responsible trade unions. Be flexible enough to meet the changing needs of the minority sections and

organization.

RECRUITMENT ORGANIZATION
Recruitment practices differ from one organization to another. The organization HINDUSTAN AERONAUTICS LIMITED uses the centralized recruitment in the officers cadre. Centralized recruitment offers the following advantages: 1 2 3 4 It ensures uniformity in recruitment and selection of all types of employees. It relives the line executives of the recruitment problem there by enabling them to Concentrate on their operational activities. It tens to reduce favoritism in recruitment and make the recruitment process more Scientific. It facilitates interchangeability of staff between different units/zones.

Centralized recruitment suffers from the following disadvantages.

1 2 3

There is delay in recruitment as operating units cannot recruit staff as and when required. The central office may not be fully familiar with the job requirements of different units and the most suitable sources for the require staff. Requirement is not flexible because operating units lose control over the recruitment process.

SOURCES OF RECRUITMENT
There are two sources of recruitment 1 2 Internal Sources External Sources

INTERNAL SOURCES
Internal sources of two types: Transfer Promotion Internal sources consist of the following. 1. Present employees: - Present, temporary and casual employees already on the pay of the Organization are a good source. Vacancies may be filled up from such employees through transfers, upgrading and even demotion. 2. Retired and retrenched employees who want to return to the company may be rehired. 3. Dependent and relatives of deceased and disabled employees.

The internal sources have the following merits: 1.

Morale and motivation of employees improve when they would be Preferred in filling up vacancies at higher level. A sense of security is Created among employees.

2.

Suitability of existing employees can be judged better as a record of there

and performance is already available in the Organization. Chances of proper selection are higher. 3. It promotes loyalty and commitment among employees due to sense of job security and opportunity for advancement stability of employment is improved. 4. Present employees are already familiar with the organization and its Time and cost or orientation and training are low. 5. The time and expenditure of recruitment are reduced, as is little need for advertising vacancies, or arranging rigorous tests and interview. 6. Relation with trade unions remains good because unions prefer internal recruitment particularly through promotions. 7. Filling of higher jobs through promotions within the organization helps to Retain talented and ambitious employees. Labor turn over is reduced.

The internal sources suffer from some demerits also: 1 2 . 3 If promotion is based on seniority, really capable persons may be left out. It may lead to breeding. It discourages flow of new blood into the organization

The choice selection is restricted. More talented outsiders may not be employed. Mobility of labors is restricted.

Chances of favoritisms are higher and growth of business is restricted by limited talent of insiders.

6 7

All vacancies cannot be filled up from within the organization. This source of recruitment is not available to a newly established enterprise.

EXTERNAL SOURCES

External sources are of different types: -

Press Advertisements Educational Institutions Placement Agencies Employment Exchanges Labor Contractors Unsolicited Applicants Recommendations Recruitment at factory gate

The external sources constitute the following merits: 1 2 3 4 People having requisite skill, education and training can be obtained. As recruitment is done from a wider market, best selection can be made Irrespective Of caste, sex or religion. Expertise and experience from other organizations can be brought. It helps to bring new blood, new ideas into the organization. This source of recruitment never dries up. It is available to even new Enterprises. 6. External sources are best when suitable people from within are not available and when the organization is diversifying or merging with other organizations.

An external source however suffers from some demerits: 1 It is the most expensive and time consuming to recruit the people from out side detailed screening is necessary as very little is known about the candidate. 2. 3 The employees being unfamiliar with the organization and training are necessary. If higher levels of jobs are filled from external sources, motivation and loyalty of existing staff are affected.

Therefore from the above merits and demerits of internal and external sources in actual practice becomes desirable to use a mix of both internal and external sources. Depending on the availability or originality and initiative within the organization need for new blood, focus on seniority in promotion level of specialization required, impact of recruitment on attitude of employees, emphasis on participation of employees etc.

The alternative sources of recruitment can be evaluated and the most appropriate sources can be chosen on the basis of following criteria.

Time lag between personnel requisition and placement. Yield ratio i.e., number of applicants divided by number of persons selected Data on labour turnover, grievances and disciplinary actions, for each source or recruitment. Employee reactions towards different sources of recruitment. Correlation between sources or recruitment and bob sources of the persons selected. Cost per hire of different sources of recruitment.

DIRECT RECRUITMENT IN HAL

Direct Recruitment is done through the following process: Notification of vacancies to Employment Exchanges / Advertisement in Press: All direct recruitment vacancies in wage group D and below are to be notified to the local Employment Exchanges. Vacancies of scientific and Technical nature in group D should be simultaneously notified to central employment exchanged also. If the Employment Exchanges are unable to sponsor suitable candidates within the prescribed time limits, the Vacancies may be advertised in the press on a local / regional basis. Where adequate Numbers of suitable candidates are not available against local / regional advertisement, the vacancies may be advertised on All India basis.

All Vacancies in Grade-1 and above are to be notified by each Division / Office to the Other Divisions / Offices, and to the local as well as central employment exchanges. Simultaneously, with the advertisement in the press on All India basis, subject to the Provisions that, if suitable candidates are forthcoming from employment exchanges, they are to the considered.

A minimum of two weeks notice is to be given to the local Employment Exchanges and threes weeks notice to the Central Employment Exchanges for sponsoring suitable candidates.

The procedure will not apply to the recruitment of the recruitment of Management Trainees, Campus selections from abroad for appointment to the executive cadres and For the appointment of dependents of decreased employees / employees whose Services dare terminated on grounds of continued ill health, individuals whose hands acquired for the company and are consequently deprived of their livelihood and Outstanding sportsman. They may be considered for appointment without their being. Sponsored by the employment exchanges.

PROCEDURE FOR FILLING VACANCIES IN WAGE GROUP D4 AND BELOW RESERVED FOR THE PHYSICALLY HANDICAPPED PERSONNEL

Vacancies notification / advertisement for filling vacancies reserved for the physically handicapped persons are to be sent to the special Employment exchanges, vocational rehabilitation centers and all India Federation of the Blind, for addition to local / regional Employment Exchanges where there are no special employment exchanges, vacancy notification may be sent to the nearest local employment exchange, other sources of recruitment should be tapped only after obtaining a non availability certificate from the special employment exchange as well as employment exchanges.

PROCEDURE FOR FILLING VACANCIES RESERVED FOR EX-SERVICEMEN INCLUDING DESABLED EX-SERVICEMEN AND DEPENDENTS OF THOSE KILLED IN ACTION

All vacancies in GROUP D and below reserved for Ex-servicemen including disabled. Ex-servicemen and dependents of servicemen killed in action required to be filled by direct recruitment are to be notified to the Zilla Sainik Board/Rajya Sabha resettlement, New Delhi. The Directorate General of Rajya Sainik Board will re-notify vacancies Reserved for Ex-servicemen / Dependents of servicemen killed into the appropriate Zila Sainik Board / Rajah Sainik Board should be given 2-3 weeks time for sponsoring suitable Ex-servicemen as in the case of Employment Exchanges, for filling unreserved category of posts. If need be, this time limit may be extended unto 3 months.

While notifying the vacancies it should be mentioned to these agencies that in case they are unable to sponsor Ex-servicemen within the stipulated period of 3 months against specific posts notified to them, they should issue a non-availability certificate without fail.

After receipt of non-availability certificate the reserved posts (s) may be advertised in the newspapers with copies to Employment Exchanges and other agencies. NOTE: In order to keep the intake of Ex-servicemen in various grades/groups

Particularly in wage group A to D levels, the following categories of posts may be Earmarked to be exclusively filled by Ex-servicemen/dependents of exservicemen Killed in action.

Watch and ward guards. Drivers. Engine Mechanics. Aircraft Technicians. Aerodrome Operators.

Stores Clerk, Asst. Store Keepers etc.

Similarly posts in Grade I and II in the office cadre in the following discipline should be filled from amongst ssocs.

Plant maintenance (Electrical and Mechanical) Works Engineering Department (Civil Engineering) Manufacturing Shops, Machine Shops and sheet metal, tool room etc. Commercial (Stores) Security and vigilance and fire fighting.

INTERNAL RECRUITMENT

Internal candidates attending interviews and posts advertised by the company may be treated as duty on par with candidates called for interview and vacancies to be filled by internal merit selection /departmental promotion and paid traveling allowance according to the rules further, where train fare is reimbursable, surcharge for super fast trains may be reimbursed in addition into train fare for both onward and return journey.

Only Indian nationals are to be appointed in the company. Theirs should be clearly stated in all recruitment advertisements. Proposals for appointment of Non-Indians in the Company should be made to the Corporate Office with full justification for obtaining the prior approval of the Government.

The following categories of personal are also eligible for being appointed in the services of the company.

A subject of Nepal/Bhutan

 A Tibetan refugee, who came over to India prior to 1962 with the intention of Permanently settling in India.

These Personnel are not eligible for postal abroad (either on duty or on training)

person

of

Indian

origin

who African

has

migrated Countries

from of

Pakistan/Burma/Srilanka/East

Kenya/Uganda/United Republic of Tanzania/ Tanganyika/ Zanzibar with the intention of permanently settling in India.

NOTES:

1. The above personnel are to be appointed only subject issue of certificates of eligibility in their favour by the corporate office. Proposals for issue of eligibility should be made after carrying out verification of character and antecedents through the appropriate authorities, enclosing a copy of the report obtained in this regarding.

2. Before considering Non-Indians for such should be explored. Efforts should also be made for obtaining the requisite expertise from other public enterprise engaged in the same /similar/related to line of manufacture or of Indians who have been working abroad in similar fields, and who have acquired expertise in the concerned fields.

Cases of appointment of non-Indians in the company should be

governed by the following guidelines. Appointment of Non Indians in the company should be made only in very exceptional circumstances and that to on contract basis for the barest minimum period necessary after obtaining approval as indicated.

Note: These are to be changed or practiced by the amendments of the corporate office.

APPLICATION BLANK

Application should be submitted on printed forms on a plain paper (as stated in the advertisements) separately for each post, preferably typewriting full particulars of:

Name and Address Age and Date of Birth Educational Qualifications showing the details of subjects studied, year of passing and University or Institution. Period of training indicating the nature of training and the name of the Institution(s) from which training was received. Experience in detail, indicating the period, nature of work, designations, salary drawn etc., under different employers, chronologically; Minimum salary and joining time required. Any other relevant informations that the candidates are required to furnish/would like to give.
Applications should be accompanied with copies of certificates and testimonials attested by a Gazette Officer or an Officer not below the rank of Tahsildar or Headmaster of a school or Principal of a college in support of the qualifications, experience etc.or Photostat/Xerox copies on originals.

Candidates who are employed in the Govt/Semi-Govt/PublicSector under takings should apply through their employers concerned. If under unavoidable circumstances advance copies of applications are entertained, the individual concerned should not be interviewed unless he reduces a NO OBJECTION CERTIFICATE from his present employer.

AGE EXPERIENCE AND EDUCATIONAL QUALIFICATIONS FOR DIRECT RECRUITMENT:

Age experience and educational qualifications for various grades/scales of pay in the case of pay in case of direct recruitment, the post graduates are entitled to additional marks against experience treating the duration of the post graduate course as, experience, subject to a maximum of two years. Also one additional mark for every additional year of job experience over and above the minimum number of years prescribed in the line may be given.

AGE RELAXATIONS FOR RECRUITMENT TO POST

The prescribed age limits for various categories of posts may be relaxed in favour of migrants from East Pakistan (Bangladesh and repatriates from Burma, Ceylon (srilanka), East African countries and Vietnam and exservicemen, displaced gold smith, physically handicapped persons and scheduled caste/ST and in accordance with the order issued by the corporate office from time to time.

In case of misplaced persons from Pakistan, Bangladesh repatriates on Indian origin from Burma, Srilanka. Repatriates from East African Countries and Vietnam, the upper age limit is relaxed by 3 years for appointment based on open competitive examinations i.e., cases, subject to production of certificates from the prescribed authorities.

In case of Indian origins who were employed in govt. services in East African countries of Kenya/Uganda/Tanzania who migrated to India due to constitutional changes. When considered for employment through the Employment Exchanges .No age restrictions is to be imposed, subject to production of certificates from the prescribed authorities.

In case of appointments to the reserved vacancies, every ex-servicemen who has not put in not less than six months continuous service. In the Armed forces of the Union shall be allowed to deduct the period of such service from his actual age and if the resultant age does not exceed the maximum age limit prescribed for the post or service for which he seeks appointment/employment by more than 3 years is deemed to be satisfy the condition regarding age limit.

RECRUITMENT OF EXECUTIVES GRADE I (TECHNICAL POST)

50% of them posts in Grade-I are to be filled by promotional of the employees in Group-D by the departmental promotion and 25% of the posts are to be filled by promotion through IMS. The remaining 25% of the posts are to be filled by direct recruitment. How ever if suitable employees are not available in the next lower scale of pay for promotion against the promotion of Quota of posts, such posts may also be filled by direct recruitment or vice- versa.

Direct recruitment to post in Grade-I is to be made from the following sources.

Individuals selected for appointment from the open market.

Management trainees recruited in accordance to posts in Grade III

after successful completion of training ,but are not considered fit for appointment to that grade ,on account of their unsatisfactory performance at the final assessment. Campus recruitment.

GRADE-I(NON-TECHNICALPOSTS/ADMINISTRATIVE POST)
50% of the Non Technical posts are to be filled by promotions of employees in Group-D by the Departmental promotions and 25% of the posts are to be filled by promotion through IMS. The remaining 25% of posts are to be filled up by direct recruitment. However if suitable employees are not available in lower grades for promotion such posts may also be filled by direct recruitment and vice- versa.

Direct Recruitment of posts is to be made from the following sources:

Individuals professionally qualified and selected for appointment from the open market; Management trainees recruited in accordance for appointment to posts in Grade II after successful completion of training, but are not considered fit for appointment to that grade, on account of their unsatisfied performance at the final examination/assessment.

GRADEII (TECHNICAL POSTS)

50% of the technical posts in Grade I will be filled by promotions and balance will be filled by direct recruitment, certain number of posts will be reserved for appointment of Engineering Graduates under the management trainees Training scheme and campus recruitment.

MANAGEMENT TRAINEES (TECHNICAL POSTS)

There will be one single Management Trainees (Technical Training schemes for production and production related areas, integrated materials management and marketing areas. Under this scheme first class Graduates in Aeronautical, Mechanical, Production, Industrial, Electrical, and Electronics and Metallurgical Engineering, Technology (second class in case of SC/ST) are recruited by the Corporate Office as Management Trainees (Technical) in accordance with the management trainees training scheme of the company. These management trainees will have to under go training for a period of 92 weeks with module on marketing and Suring the period of their training, they will be paid a consolidated stipend.

NOTE: -

These trainees are required to serve the company for 5 years.

NOTE: -

Company employees will be allowed age relaxations by 20 years i.e.,

up to 35 years for selection as Management Trainees (Technical), subject to their fulfilling all other conditions.

PROBATION:On the regular appointment to posts in Grade-I or Grade-II, as the case may be, these personnel will be on probation for a period of 12 months.

GRADE-II (NON-TECHNICAL)
50% of the non-technical posts in Grade-II will be filled by promotion and balance 50% will be filled by direct recruitment. Out of 50% Quota for direct recruitment certain posts in the personnel/finance will be reserved for appointment of young

graduates with relevant /professional qualifications under the scheme for recruitment /training of Management Trainees in the disciplines of personnel and finance.

MANAGEMENT TRAINEES (PERSONNEL/FINANCE)

First class graduates in Arts /Science/Commerce (second class in case of Sc/St candidates) with postgraduates degree/ diploma in Financial Management /intermediate of the ICWAI /Intermediate of CA from recognized university or institution. Postgraduates degree /diploma in Personnel Management /Social Welfare from a recognized University or Institutions are recruited centrally by the corporate office as MTs (Personnel/ Finance).

POSTS IN GRADE-III TO VIII

50% OF THE POSTS IN Grade III and IV will be filled by promotions and the remaining 50% will be filled by internal merit selection .All vacancies in Grade V and above are filled only by promotion based on merit i.e. by internal merit selection. Direct recruitment will be restored to only if suitable officers are not available to fill the vacancies by the management to go in for direct recruitment, deputation from Govt. or contract appointment where it is necessary to infuse fresh talent from outside.

Promotions from Grade V and VI will not result in vacancies. Promotions from Grade VI-VII will remit in vacancies in Grade V and not in Grade VI.

Note: The approval of the following has been made for the following categories for specific purposes: a.) Ex-facto approval for the panels in the direct technical Depts. Operated up to a maximum of two years.

b)

General approval for operations of panels upto two years indirect technical (Ex-TTS) categories against future vacancies in order to avoid delay between the sanction time and recruitment.

c)

In so far as Executives cadre and other categories of personnel are concerned, the division may stick to the normal period of validity up to a year only in general with due approval of general manager for posts up to Grade-III.

APPLICATION OFFICERS.

FEE

FOR

DIRECT

RECRUITMENT

OF

It has been decided that the application fee to be collected henceforth from external candidates general and OBC (excluding pwds) for direct recruitment to various posts in the officers cadre would be Rs 200/- by posts. Sc, St, PWD and internal candidates will continue to be fully exempted from payment of application fee s as at present.

MINIMUM

QUALIFICATION

AND

EXPERIENCE

REQUIREMENTS FOR DIRECT RECRUITMENT OF POSTS IN GRADE I AND ABOVE IN THE OFFICERS CADRE

Sl Direct Technical Disciplines No Recruitment . Minimum Minimum qualification Qualification Required to be Experienced possessed required to be possessed (completed years) 1. 1. 2. 3. 4. 5. 6. 7. 8. 9. 2. I II III IV V VI VII VIII IX 3. 4. Degree in Nil Engineering or 3 Technology 6 9 12 15 18 21 24

NonTechnical Discipline Minimum Qualification Required to be possessed Minimum post qualification experienced required to be possessed (completed years) 5. 6. University 6 Degree with 4 prescribed 7 professional 10` Qualification 13 in the 16 concerned 19 discipline 22 25

NOTE :-

In case of post graduates in Engineering, the period of experience

for Degree in Engineering will be reduced by the prescribed period of Post Graduate of Engineering course, subject to maximum of 21 years.

To delete the provisions for induction of diploma holders Technical and university degree (Non-technical) in Grade-I and above i.e., degree holders of engineering in technical discipline and in non-technical, degree holder with relevant professional qualification would be inducted in Grade-I and above.

EXPERIENCE FOR DIRECT RECRUITMENT TO POSTS IN OFFICERS CADRE.

It is clarified by the corporate office of HINDUSTAN AERONAUTICS LIMITED that the proposed relaxations in experience in respect of the posts graduates in the technical disciplines is not available in terms of instructions issued by the corporate office for officers in the non-technical disciplines like medical, finance and accounts, personnel and administration, imm, security and fire service etc. However it stands to logic that some form of concession maximum up to one year relaxation in the experience could be extended to some of the posts in the medical discipline alone where the essential qualification prescribed is a simple MBBS, for the recognized post graduate qualification like MD and MS, and not for deemed qualification like DNB. In respect of other discipline is the same is not intended to be extended as in their cases the professional qualification prescribed in generally in post graduation.

The proposal for amending the recruitment and promotion rules of the Company in respect of experience requirement in various grades of officers both in technical and non-technical disciplines.

The total years of experience required for direct recruitment of posts in various grades in technical would be as follows.

Existing provisions (Experience requirement in years) Grade I II III IV V VI VII VIII IX Technica l Nil 2 4 6 8 10 11 11 12 NonTech. 4 6 8 10 12 4 -------

Approved/Amended (Experience years) Grade I II III IV V VI VII VIII IX

provisions in

requirement Technica l Nil 3 6 9 12 15 18 21 24

NonTech. 1 4 7 10 13 16 19 22 25

CHAPTER-5

-Data Analysis -Finding

ANALYSIS
The research is conducted by taking the feedback from 30 samples by using census. The response samples collected by questionnaires group into four

categories against each statement, which can be summed up into following conclusion.

Low (Bad) Average (Not bad) High (Good)

Q-1 Q-2 Q-3

The

Organization

goal

is

Low clearly Nil

Average 45% 60% 30%

Good 55% 15% 20%

communicated to the applicant. The manpower requirement of each 25% dept. is identified well in advance. Using scientific techniques identifies 50% the capacity and attitude of each candidate. The selection process ensuring only 20% competent people There is a close linkage between man 20% power plan and organizational business plan Different levels of company conduct 20% selections Candidates are given adequate and 60% reliable information about the company The top management accepts the 15% decisions taken at committee level Cost conscious being practiced in the 30% recruitment process The management should hire more 90% people than requirement The written viva and interview enough 40% for the recruitment

Q-4 Q-5

30% 60%

50% 20%

Q-6 Q-7 Q-8 Q-9 Q-10 Q-11

50% 25% 40% 20% 10% 30%

30% 10% 45% 50% Nil 30%

Q-12 Q-13 Q-14 Q-15 Q-16 Q-17 Q-18

During selection process personnel 10% Dept.follows upon recruitment process Growing is always preferred in case of 30% selection process The recruiters are provided well 15%

30% 45% 35% 40% 40% 65% 30%

60% 25% 55% 45% 55% 25% 55%

qualified Various methods are used to help the 15% recruiters to implement creative ideas. There is a well designed recruitment 5% policy in the company The company provides preferences to 10% the candidates having references Recruitment programmers provide 15% excellent opportunities to need candidates The recruitment policy is on the basis 20% of well-identified development needs. The company recruitment policy helps 25% itself in a better image in a better image in public

Q-19 Q-20

30% 50%

50% 25%

FINDINGS: 1. 2. 3. 55% response are agreed that the Organizational goal is clearly Communicated to the applicant. 60% responses are agreed that the manpower requirements of each department is identified well in advance. Here 50% responses used scientific techniques identifies the Capacity and attitude of each candidate and 50% are also disagreed with this proposal. 4. 5. 50% responses are agreed that, the selection process ensured only competent people. 60% responses are agreed that, there is a close linkage between

manpower plan and organizational business plan. 6. 7. 8. 9. 10. 11. 12. 50% are agreed that, different levels of company conduct selections and 50% are disagree. 60% are agreed that, candidates are given adequate and reliable information about the company. 45% are agreed that, the top management accepts the decisions taken at committee level. 50% are agreed that, the cost conscious being practiced in the recruitment process. 90% agreed that, the management should hire more people that requirement. 40% are agreed that, the written viva and interview enough for the recruitment. 60% are agreed that, the selection process personnel department follows upon recruitment process. 13. 14. 15. 16. 17. 18. 19. 20. 45% are agreed that, grooming is always preferred incase of selection process. 55% are agreed that, the recruiters are provided well qualified. 45% are agreed that, various methods are used to help the recruiters to implement creative ideas. 55% are agreed that, there is a well designed recruitment policy in the company. 65% are agreed that, the company provides preferences to the candidates having references. 55% are agreed that, the recruitment programme provide excellent opportunities to need candidates. 50% are agreed that, the recruitment policy is on the basis of well identified development needs. 50% are agreed that, the company recruitment policy helps itself in a

better image in public.

CHAPTER-6

-Conclusion -Summary -Bibliography

CONCLUSION

Specially all public sector enter praises are required to consider candidates sponsored by the Employment Exchange and in most eases confine the selection to these candidates. Through the process of external and internal method. The company also recruited. The recruitment policy should be flexible enough to meet the changing needs of an organization.

It should also design as to ensure employment opportunities for its employees on along term basis. So that the goals of the organizations should be achievable & develop the potential liberty of employees.

This system also highlights the necessity of establishing job analysis.

SUMMARY

HAL is an organization where integrated air bones weapons platforms are conceived, developed, manufacture and serviced. It is also involved in manufacture and assembly of system for Indias space programme. The company has produced over 3300 aircrafts overhauled over 6000 aircrafts produced over 3000 engines respectively HAL has 13 production divisions and 7 Research and Development Centers with Head Office at Bangalore and 6 Liaison Offices.

The study was conducted on topic Recruitment and Selection process of HAL Engine Division, Koraput. The study reveals that another public Sector undertaking in HAL Koraput Division the entire process of selection and decision making power rested with head office at Bangalore. The recruitment scheme is centralized and can be examined in 2 levels.

Recruitment of workmen is given form group A to Scale 10 and for Officers from Grade I to Grade IX. Recruitment is essential to fill up the vacancies caused by retirement and meeting the other achieving organizational goal.

For Group A to Scale 10 recruitment is made through the local employment exchange in Group-A. All posts are directly recruited or promoted employees from group which only 25% and other group 75% of posts are filled through promotion while remaining by direct recruitment.

For selection both theoretical and interview are conducted for Group and Grade. Those who are qualified in written test are called for interviews. This is conducted under appointed authority.

To conclude HAL has effective work culture leading to its continuous growth. HAL is poised for significant and meaningful growth towards self- reliance in the field of design, development production, overhauling of various engines.

BIBLIOGRAPHY

P.Subba Rao

Human Resource Management and

Industrial Relation.

BEACHDALES

Personnel Management of People of Work

FLIPPO.E.B

Personnel Management Personnel Management

MAMORIA C.B

Annual Report of HAL Personnel Manual of HAL

APPENDIX A STUDY ON HR IN RELATION TO RECRUITMENT AND SELECTION IN HINDUSTAN AERONAUTICS LIMITED ENGINE DIVISION KORAPUT.
Dear Sir/madam, I Miss Suravi Mohapatra, pursuing MBA under SMU, need your kind cooperation for my project work. So I request you to kindly give your assessment of HRD Culture in your organization by rating. PERSONAL PROFILE: Age: Gender Designation: Departmental: Educational Qualification: Pay Scale: Answer Options: 1. Not at all true point rating scale
QUESTIONS:

2. Partial true

3. True

4.True to a great extent

Please rate the Questionnaire for appropriate against each column ( ) on four

1.

The organization goal is clearly communicate to the applicant. 1. ( ) 2. ( ) 3. ( ) 4. ( )

2.

The manpower requirement of each department is identified well in advance. 1. ( ) 2. ( ) 3. ( ) 4. ( )

3.

Using scientific techniques identifies the capacity and attitude of each candidate. 1. ( ) 2. ( ) 3. ( ) 4. ( )

4.

The selection process ensured only competent people. 1. ( ) 2. ( ) 3. ( ) 4. ( )

5.

There is a close linkage between manpower plan and organization business plan. 1. ( ) 2. ( ) 3. ( ) 4. ( )

6.

Different levels of company conduct selections. 1. ( ) 2.( ) 3.( ) 4.( )

7.

Candidates are given adequate and reliable information about company. 1. ( ) 2.( ) 3.( ) 4.( )

8.

The top management accepts the decisions taken at committee levels. 1. ( ) 2.( ) 3.( ) 4.( )

9.

Cost conscious being practiced in the recruitment process.

1. ( )

2.( )

3.( )

4.( )

10.

The management should hire more people than requirement. 1. ( ) 2.( ) 3.( ) 4.( )

11.

Is the written viva and interview enough for the recruitment? 1. ( ) 2.( ) 3.( ) 4.( )

12.

During selection personnel department follows up on the recruitment process. 1. ( ) 2.( ) 3.( ) 4.( )

13.

Grooming is always preferred in case of selection process. 1. ( ) 2. ( ) 3.( ) 4.( )

14.

The recruiters are provided well qualified. 1. ( ) 2.( ) 3.( ) 4.( )

15.

Various methods are used to help the recruiters to implement creative ideas. 1. ( ) 2.( ) 3.( ) 4.( )

16.

There is a well designed recruitment policy in the company.

1. ( )

2.( )

3.( )

4.( )

17.

The company provides preferences to the candidates having References. 1. ( ) 2.( ) 3.( ) 4.( )

18.Recruitment programmers provide excellent opportunities need Candidates. 1. ( ) 2.( ) 3.( ) 4.( )

19.The recruitment policy is on the basis of well-identified development needs. 1. ( ) 2.( ) 3.( ) 4.( )

20.The company recruitment policy helps itself in a better image in public. 1. ( ) 2.( ) 3.( ) 4.( )

THANK YOU