PROJECT REPORT

SUMMER TRAINING ON
RECRUITMENT & SELECTION PROCESS IN BHEL

FOR THE PARTIAL FULFILLMENT OF THE

REQUIREMENT
FOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRATION

UNDER
THE
UNDER THE SUPERVISION OF

GUIDENCE

Mr. PRASHANT KUMAR

SHWETA VARSHNEY

OF
MISS

(ASSISTANT PROFESSOR)

S.S.L.D. VARSHNEY INSTITUTE OF

MANAGEMENT
& ENGINEERING
SUBMITTED BY
AKANKSHA VARSHNEY
M.B.A 2nd year
(2013-14)

ACKNOWLEDGEMENT
I am highly thankful to Dr. Anshul Mani of Institute of Business Management,
S.S.L.D. Varshney Institute of Management & Engineering Our University is
mainly concerned with the vocational training, which is an essential part of
professional demand of the course. I express my sincere thanks also to
Lecturer, my respected teacher, Miss Shweta Varshney Deptt. of M.B.A;
S.S.L.D. Varshney Institute of Management I am also grateful to my all
faculty members of the University, who helped me in all respects regarding
the completion of this project.
The present training at BHEL was conducted under the supervision of Mr.T.K
Das (H.R.Manager) and Miss. Deepika Sharma (Sr. Executive H.R.) Human
Resource Development Centre, BHEL. They were kind enough to guide me
regarding my vocational training at this Centre. Without their help, it was not
possible for me to complete this project.
While going through this training, I got help at different levels from other
officers and related personnel namely Mr. G.K. Sinha (Policy Manager), Mr.
Harish Bagwar (Hindi Language Department), Mrs. Gunjal Bansal (Law
Deptt.) and Mr. Chauhan (I.D. Manager).
Lastly I also express my thanks to the entire BHEL employees, who provided
me cooperation in the completion of my survey at this Centre.

(AKANKSHA VARSHNEY)
M.B.A.(H.R.M.)
S.S.L.D. Varshney Institute of
Management & Engineering
.

DECLARATION

I here by declare that this project work entitled RECRUITMENT &

SELECTION AT BHEL, HARDWAR (Uttaranchal), carried out under the
guidance of my faculty guide Mr. Ripudaman Gaur & my company guide
Mrs. Deepika Sharma. This report is neither full nor in part has ever been
submitted for award of any other degree of either this university or any other
university.

(AKANKSHA VARSHNEY)
Roll No.
M.B.A. (H.R.M.)
S.S.L.D. Varshney Institute of Management
& Engineering

PR E FAC E

The report is concerned with the Recruitment and Selection in the prospect of
BHEL.
BHEL is known as the engineering industry supplying more than 70% power
of India. It caters to the core sectors of the Indian economy via. power
generation, transportation, transmission, telecommunication, renewable
energy, defense etc.
Recruitment and Selection is the very utilization aspect of success of any
organization and we cant avoid it. Recruitment and selection is the way to
achieve the objectives optimally.
It provides the facility of best utilization of human resource and other
resources and maintains the good relationship between employers and
employers and employees.
This report is intended to cover the selection level of employees and welfare
factors of the BHEL at the non executives level. This report is based on
personal interviews.

This report has been divided into four parts:

Part 1- This part of the report gives an overview of BHEL.
Part 2- It is concerned with the theoretical aspect of recruitment and
selection practice in BHEL.
Part 3- It refers to the research methodology.
Part 4- It contains the findings and conclusion.

TABLES OF CONTENTS

Topic

Page No.

ACKNOWLEDGEMENT
DECLARATION
PREFACE
BHEL AN OVER VIEW
Introduction
Vision
Performance
Mission
Values

2
3
4-5
9-15

BHELS CONTRIBUTION IN VARIOUS CARE SECTORS

16-25

Power Generation
Power transmission and distribution
Industries
Telecommunications
Renewable energy
Transpiration
Technology up gradation
Human resource development institute
International operation
Health, safety and environment management
Principle of the global compact
BOARD OF DIRECTORS
FINANCIAL PERFORMANCE
FOR THE YEAR
BHEL PERFORMANCE
Turnover
Profit before tax
Net profit
Orders inflow
Value added per employee
7

26-29
30-31
32-33

 Earning per share

Strategic plan
Financial performance

PROJECT PROFILE
34-35
Objective of study
RECRUITMENTAND SELECTION
36-48
Meaning of recruitment
Steps in recruitment process
Recruitment policy
Objectives of recruitment policy
Factors affecting recruitment policy
Pre-requisites of good recruitment policy
Sources of recruitment
RESEARCH METHODOLOGY
SWOT ANALYSIS
RECRUITMENT AND SELECTION
POLICY
SUGGESTIONS
WINDING UP OF QUESTINNAIRE
BIBLIOGRAPHY
QUESTIONNAIR
78-81

49-50
51-54
55-73
74-75
76
77

BHEL AN OVER VIEW

INTRODUCTION TO BHEL

BHEL was established in 1956. Bharat Heavy Electrical Limited popularly

known as BHEL, which is today the largest engineering and manufacturing
enterprise of its kind in INDIA. It ranks one of the top 12 manufactures of
power plant equipments in the world. It offers services from project feasibility
studies through services to meet all customers requirements.
Today BHEL has a growing presence in a variety of areas besides the
power sector. They are :

Industry
Transportation
Oil and Gas
Non-Conventional Energy
Sources
Telecommunications

Its main activities cover Engineering, Development, Manufacture, Erection

and commissioning of Electrical machinery and electronic equipment for
generation, transmission, distribution and utilization of electrical energy from
Thermal, Hydro and Nuclear Power plant.

10

BHEL has established itself as an internationally known company in the field

of power. It was established more than 40 years ago when its first plant was
set up in Bhopal ushering in the indigenous heavy electrical equipment
industry in India. The dream, which has been more than realized with a well
recognized track record of performance.
Today, over 65% of Indias power is generated by B.H.E.L Power generating
equipment. The company offers a divers range of equipment, systems and
service for the other core industries also.
BHEL Caters to core sectors of the Indian economy via, power generation and
transportation, transmission industry, telecommunication, renewable energy,
defense etc.
The wide network of BHELs 14 manufacturing divisions, four power sectors
regional centers, over 150 project site, eight service centers and 18 regional
offices enable the company to promptly serve its customers and provide them
with suitable product system and services-efficiently and a competitive price.
BHEL has already attained ISO certification of environment management.

11

BHEL VISION
A world class innovative,

competitive, and profitable engineering

enterprise providing total business solution

BHEL MISSION
To be the leading Indian Engineering enterprise providing quality
products system and services in the field of energy, transportation,
industry, infrastructure and other potential areas.
BHEL VALUES
- Meeting commitments made to external and internal customers.
- Faster learning, creativity and speed of response.
- Respect for dignity and potential of individuals.
- Loyalty and pride in the company.
- Team playing.
- Zeal to excel.
- Integrity and fairness in all matters.

PERFORMANCE HIGHLIGHT YEAR

-Highest-ever order inflow of Rs.9836 crore in a single year despite

highly competitive national and international markets.
12

- Spectacular success in overseas and in oversized business.

- Quantum jump in Physical exports at Rs. 1056 crore -14.6% of
-

sales turnover.
Record export order booking of Rs. 800 crore.
Maiden entry into Chinese, Kazakhistan and Algerian markets.
New beach marks created in execution of grain field power
project.
500 MV set at semiarid TPS synchronized in just 39 months a
national record.
Indias first medium-range hydro IPP-Malaga HEP commissioned
in a record 27 months.
Best- every equipment performance.
All time high PLE of BHEL thermal sets at 71.2% more than the
national average.
74% of the total power generated in country was contributed by
BHEL sets.

R & D EFFORTS
- First of its kind in the works controlled shunt reactor for improving
power transfer capability of high transmission system successfully
commissioned.
- Indias largest capacity multi-fuel AFBC boiler, indigenously
developed by BHEL, successfully commissioned.

HIGH POTENTIAL BUSINESS AREAS IDENTIFIED FOR FUTURE

GROWTH
- After market services included spares /O & M/R& M for power
station.
- Transmission and distribution.
OTHER MILESTONES
13

- BHEL is the best employer as the 2005s survey, reflects the high
level of satisfaction of its employees. The only engineering
company and PSU in the first ten.
- BHEL joins UNs global compact major steps in co-operate
governance.
- New bench mark in participative management. Trade unions and
other employees involved in framing strategies for BHELs
growth.
- BHELs power sector (NR) becomes the first contribution group in
India to get OHSIS 18001.

14

BHELS CONTRIBUTION IN VARIOUS CARE

SECTORS

POWER GENERATION

15

Power generation sector comprises thermal, gas hydro, and nuclear power
plant business. As of 16.08.2005, BHEL supplied sets account for nearly
64,737 MW or 65% of the total installed capacity of 99,146 in the country as
against 1969-70.
In all, orders for more than 700 utility sets of thermal, hydro, gas and nuclear
sets have been placed with the company as on date. The power plant
equipment manufactured by BHEL is based on contemporary technology
comparable to the best in the world, and is also internationally competitive.
POWER TRANSMISSION AND DISTRIBUTION

16

BHEL offers wide ranging products and systems for T& D application.
Product manufactured include : power transformers, instrument transformers,
dry type transformers, series- and shunt-reactors, capacitors bank, velum- and
circuit, beakers ,gas insulated switchgear and insulators.
INDUSTRIES
BHEL IS MAJOR CONTRIBUTOR OF EQUIPMENT AND SYSTEM
OF INDUSTRIES

17

\Cement sugar, fertilizers refineries, petrochemical and paper oil and gas,
metallurgical and process industries. The range of systems and equipment
supplied include : captive power plants, go-generation plants, DG power
plants industrial stream turbans, industrials boilers and auxiliaries waste heat
recovery

boilers gas

turbines, heat exchangers and pressure vessels

centrifugal compressors , electrical machines , pump , values seamless steel

turbines, electrostatic precipitators , fabric filter reactor,

fluidized bed

combustion boiler, chemical recovery boilers and process control. The

company is a major product of large size thirstier devices. BHEL is the only
company in India with the capacity to make simulators for power plants,
defense and other applications.
TELECOMMUNICATION
BHEL also caters to telecommunications sectors by way of small, medium
and large switching systems.
RENEWABLE ENERGY
Technologies that can be offered by BHEL for exploring non-conventional a
renewable source of energy includes: wind electric generators, solarphoto
voltaic system, solar heating systems, solar lantanas and battery powered road
vehicles. The company has taken up R & D effort for multi- Junction
amorphous silicon cells and fuel cells based systems.

18

TRANSPORTATION
BHEL is involved in the development,

design engineering, marketing,

production, installation, maintenance and after sales services of rolling stock

and traction propulsion system, in the area of rolling stock, BHEL
Manufactured electric limitative up to 500 HP, diesel-electric locomotives
form 350 HP to 3100 HP, both for main line an senating duty application,
BHEL is also producing rolling stock for special application via. overhead
equipment cars, special well wagons, talcum road vehicles etc.
TECHNOLOGY

UPGRADATION

AND

RESEACH

&

DEVELOPMENT

To remain competitive and meet customers expectorate, BHEL lays great

emphasis on the continuous upgradation on product and technologies, and
development of new products. The company has upgraded its product to
commentator leaves through continuous in-house efforts as well as through
19

acquisition of new technologies from leading engineering organization of the

world.
The corporate R and D division at Hyderabad, spread over a 140 acre
complex, and leads research effort in a number of areas of importance to
BHELs manufacturing divisions play a commemorators role.
HUMAN RESOURSE DEVELOPMENT
The most prized asset of BHEL is employees. The human resource
development institute and other HRD centers of the company in not only
keeping their skills update and finely owned but also in adding new skills,
whenever required. Continuous training and retaining a positive work culture
and participative style of management, have engendered development of a
committed and motivated workforce, leading to enhanced productivity and
higher levels of quality

INTERNATIONAL OPERATION
20

BHEL has, over the year, established its reference in around 60 countries of
the world, ranging from the United State in the West to New Zealand in the
Far East. These references encompass almost the entire product range of
BHEL, covering Turkey power projects of thermal, hydro and gas based
types, substation projects rehabilitation projects, besides a wide variety of
products, life transformers, insulators, switch gears, heat exchangers, casing
and frivoling, valves, well heat equipment, centrifugal compressors, photovoltaic equipment etc.
HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT
BHEL as an integral part of business performance and in its endeavor of
becoming a world class organization and sharing the growing concern on
issues related to environment, occupational health and safety, is committed to
protecting safe and healthy working environment to its entire employees.
21

For fulfilling these obligations, corporate policies have been formulated as:
PRINCIPLE OF THE GLOBAL COMPACT

Human rights
*Business should support and respect the protection of internationally
proclaimed rights and
*Make sure they are not complicit in human right abuse.

Labor standards
*Business should uphold the freedom of association and the effective
*recognition of the collective bargaining.
*The elimination of all forms of force and compulsory.

Labour
*The effective abolition of child labour, and

*Eliminate discrimination.

Environment
*Business should support a precautionary approach to environment
challenges.
*Undertake initiatives to promote greater environment responsibility and

22

*Encourage the development aid diffusion of environmentally

friendly technologies.

Environment Policy
*Compliance with applicable environment legislation/regulation
*Continual improvement in environment management system to protect
our natural environment and control pollution:
*Promotion of activities for environment awareness amongst employees,
customers and suppliers.

Occupational health and safety

*Compliance with applicable legislation and regulation:
*Settings objectives and target to eliminate/control/minimize risk due to
occupational and safety hazards:
*Appropriate structure training of employees on occupational health and
safety aspects.
*Formulation and maintenance of OH and S management programs for
continual improvement.
*Periodic review of OH and H management system to ensure its

23

continuity suitable, adequacy and effectiveness.

*Communication of OH and S policy to all employees and interested
parties.

Participation in the Global Compact of the United Nations

The Global Compact is a partnership between the Unite Nations, the
business community, international Labour and NGOs. It provides a forum for
them to work together and improvement corporate practices through cooperation rather than confrontation.
BHEL has joined Global Compact of United Nations and has committed to
support it and set of core value enshrined in its principles.
By joining Global Compact, BHEL would get unique opportunity of
networking with corporate and sharing experience relating to social
responsibility on global basis.

24

BOARD OF DIRECTORS

25

BOARD OF DIRECTORS
1. Mr. S.K. Jain

Chairman & Managing Director,

Bharat heavy Electricals Limited,
BHEL House, Sirifort,
New Delhi-110049

.
2.

Mr. K.K. Jaiswal

Additional Secretary & Financial Advisor,

Ministry of Commerce & Industry
Deptt. of industrial Policy & Promotion,
Udyog Bhawan,
New Delhi-110011.

3. Mr. Pradeep Kumar

Joint Secretary,
Ministry of Heavy Industry &
Public Department of heavy Industry
Udyog Bhavan, New Delhi-110011.

4. Mr. J. Jayaraman

Ex-CMD,Cochin Refineries Limited,

Ashwin Apartment,
26

39/4, C.P. Ramaswamy Road ,

Chennai-600018.
5. Dr. J.J Irani

Managing Director,
Tata Iron & Steel Company Limited,
Jeevan Bharti, tower -1, 10 th Floor,
124, Connaught Circus, New Delhi-110011.

6. Mr. Shekhar Dutta

E/8 Sea Face Park,

Bhulabhai Desai
Road, Mumbai-100026.

7. Mr. Tarjani Vakil

Ex CMD EXIM Bank

A-1, Ishwar Das mansions,
Nana Chowk, Mumbai-400007.

8. Mr. Ishan Shanker

Director (Personnel),
BHEL, BHEL House, Siri Fort,
New Delhi-110049.

9. Mr. Virendra Kumar

Director(E,R&D)BHEL
BHEL House, Siri Fort,
New Delhi-11004.
27

10. Mr. H.W Bhatnagar

Director (IS&P)
BHEL Integrated Office Complex,
New Delhi-110003.

11.

Mr. R.C. Agarwal

Director (Power)
SD BHEL House,
Siri Fort, New Delhi-110049.

28

FINANCIAL PERFORMANCE FOR

THE YEAR

FINANCIAL PERFORMANCE FOR THE YEARS

29

2006-07 AND 2007-08

Particulars

2006-07

2007-08

UP BY

Turn over

Rs. 6348 crore

Rs. 7257 crore

14.3 %

Profit after tax

Rs. 294 crore

Rs. 7275 crore

114.6 %

Net profit

Rs. 313 crore

Rs. 440 crore

40.6 %

Orders inflow

Rs. 5557 crore

Rs. 9836 crore

770.0 %

Value added/ employee

Rs. 513 lacs

Rs. 06.5 lacs

26.7 %

Earnings/ share

Rs. 12.8 lacs

Rs.18

40.6 %

30

lacs

BHEL PERFORMANCE

31

BHEL S PERFORMANCE FOR THE YEAR HIGHLIGHTS

2006-07 AND 2007-08

32

Particulars

2006-07

2007-08

Turnover

Rs. 72870 million

RS. 75100 million

Profit before tax

Rs. 6630 million

Rs. 7600 million

Net profit

Rs. 4680 million

Rs. 5110 million

Orders inflow

Rs. 98550 million

Rs.112480 million

Value added/employee

Rs. 6.75 million

Rs.

Earning/ share

Rs. 19.12 million

Rs. 20.88 million

33

6.90 million

PROJECT PROFILE

34

PROJECT PROFILE
OBJECTIVES OF STUDY
1. To gain more practical knowledge about the functioning and to study
on recruitment and selection of BHEL hardware.
2. To observe & understand the practical work in such giant organization,
BHEL.
3. To observe the function of all department /cells.
4. To have direct contact with the employees of BHEL about the study.

35

RECRUITMENT AND SELECTION

36

RECRUITMENT & SELECTION IN BHEL

1. The manual is very old and the qualification system has changed.
2. Presidential directives, labour laws and other government policies have
created bindingness.
3. It is time consuming process.
4. The opportunity of flexibility in recruitment and selection is very less.
MEANING OF RECRUITMENT
Recruitment forms the stage in the process which selection and ceases with
the placement of the candidate. It is the next step in the procurement function,
the first being the manpower planning. Recruitment makes it possible to
acquire the number and types of people necessary to ensure the continued
operation of the organization. Recruiting is the discovering of potential
applicants for actual or anticipated organizational vacancies. In the other
words, it is a Linking activity bringing together those with jobs and those
seeking jobs.
As Yoder and other point out: Recruitment is a process to discover the
sources of manpower to meet the requirements of the staffing schedule and to
employ effective measures for attracting that manpower in adequate number
to facilitate effective selection of an efficient working force. Accordingly, the
purpose of recruitment is to locate sources of manpower to meet job
requirements and specifications.
37

Recruitment has regarded as the most important function of personnel

administration, because unless the right type of people are hired, even the best
plans, organization charts and control systems would not do much good.
Fillip views: It is a process of searching for prospective employees and
stimulating encouraging them to apply for jobs in an organization.
An analysis of this definition reveals the following features of
recruitment:
1. Recruitment is a process or a series of activities rather then a single act
or event. The activities in this process are described under the next
heading.
2. Recruitment is a linking activity as it together those with jobs
(employer and those seeking jobs perspective).
3. Recruitment is positive function as it seeks to development a pool of
eligible persons from which most suitable ones can be selected.
4. The basic purpose of reattachment is to locate the sources of people
required to meet job requirements and attracting such people to offer them for
employment in the organization.

5. Recruitment is an important function as it makes it possible to acquire

the number and type of persons necessary for the continued functioning
of the organization. Careful recruitment of employees is particularly
important in India because the chances of mismatching the job and the
person are greater. Due the widespread unemployment the job seeker
tends top accept any job irrespective of his suitability.
38

6. Recruitment is a pervasive function as all organizations engage in

recruiting activity. But the volume and nature of recruiting varies with
size, nature and environment of the particular organization.
7. Recruitment is a two -way process. It takes a recruiter and a recruited.
Just as the recruiter has a choice whom to recruit or not, similarly the
propagative employee can for which organizations to apply for a job.
STEPS IN RECRUITMENT PROCESS
The recruitment process involves the following steps:
1.

Recruitment process generally begins when the personnel

department receives requisitions from any department of the company.
The personnel requisitions contain details about the position to be
filled, the number of persons to be recruited, the duties to be
performed, qualification required from the candidate, terms and
conditions of employment and the time by which the persons should be
available for appointment etc. A specimen of personnel is given in
figure.

2.

Locating and developing the sources of required number and type of

employees.

3.

Identifying the prospective employees with required characteristics.

4.

Communication and information about the organization, the job and the
terms and conditions of service.
39

5.

Encouraging the identified candidates to apply for jobs in the

organization.

6.

Evaluating the effectiveness of recruitment process.

According to Fumaroles- recruitment process consists of five

elements, namely a recruitment organization, developing sources of

recruitment, techniques used to tap these sources and a method of assessing
the recruitment. Figure. depicts the elements of recruitment process along
with the place of recruitment in the procurement function.

RECRUITMENTS POLICY
Such a policy asserts the objective of the recruitment and provides a
framework of implementation of the recruitment programme in the form of
procedures. As Yoder observed Such a policy may involve a committee to
broad principles such as filling vacancies with the best qualified individually.
It may embrace several issues such as extent of promotion from within,
attitudes of enterprise in recruiting its old employees, friends and relatives of
present employees. It may also involve the organizations system to be
developed for implementing recruitment programme and procedures to the
employed.
40

OBJECTIVE OF RECRUITMENT POLICY

(1) To find and employ the best qualified persons for each jobs.

(2) To retain the best and most promising of those hired.

(3) To offer promising opportunities for life-time working careers and
(4) To provide programmer and facilities for personal growth on the job.
FACTORS AFFECTING RECRUITMENT POLICY
All organizations, whether large or small, do engage in recruiting activity,
though not to the same extent. This differs with:
1 The size of the organization.
2 The employment condition in the community where the organizations
are located.
3 The effects of past recruiting efforts, which show the organizations
ability to locate and keep good performing people.
4 Working condition and salary and benefit package offered by the
organizations, which may influence turnover and necessitate future
recruiting.
5 The rate of growth of organization.
6 The level of seasonality of operations and expansion and production
programmer, and
7 Culture, economic and legal factors, etc.

PRE-REQUISITES OF GOOD RECRUITMENT POLICY

1) Abide by the relevant public policy and legislation on hiring and

employment relationship.
2) Provide employees with job security and contiguous employment.
3) Interrogate organizational needs and employees needs.

41

4) Provide each employee with freedom and opportunity to utilize and

develop knowledge and skills to the maximum possible extent.
5) Treat all employees fairly and equitability in all employment
relationship.
6) Encourage responsible trade unions.
7) Be flexible enough to meet the changing needs of the organization .
RECRUITMENT ORGANIZATIONS
carries out its own recruitment in case of decentralized recruitment.
Recruitment practices differ from one organization to another. Some
organizations like public sector adopt centralized recruitment. Under
centralized recruitment, personnel department at the head office performs all
the functions of recruitments. Every operating department sends requisition or
intensity for recruitment to their central office. On the other hand, each
department /unit
Centralized recruitment offers the following advantages:
a. It reduces the administrative costs by consolidating all recruitment
activities at one place.
b. It helps in better utilization of specialist.
c. It ensures uniformity in recruitment and selection of all types
employees.
d. It facilitates interchangeability of staff between units /zones.
e. It relieves the line executives of the recruitment problems thereby
enabling them to concentrate on their operational activities.
42

f. It tends to reduces favoritism in recruitment and make the

recruitment process more scientific.
Both centralized recruitment and decentralized recruitment have their own
merits. The choice between the two will depend on the management
philosophy and need of the particular. In some cases, a combination of both
the system is used. Lower level staff is recruited centrally where as and top
level executives are recruited in a decentralized manner.
SOURCES OF RECRUITMENT
Various sources of recruitment may be classified into two broad categories,
namely internal sources and External sources.
Internal Sources:
Internal sources consist of the following:
(a)

Present employees- Permanent, Temporary and casual

employees already

on the pay of the organizations are good source.

Vacancies may be filled up from such employees through promotions,

transfer, upgrading and even demotion. Transfer implies shifting of an
employee from one job to another without any major change in the status
and responsibilities of the employee. On the other hand, promotion refers
to shifting of an employee to a higher status and responsibilities of the
employee to a higher position.
(b)

Retired and retrenched employees who want to return to the

company may be rehired.
43

(c)

Dependents and relatives of decreased and disabled

employees.

External Sources:
External sources of recruitment lie outside the organization. These are as
following :(a) Educational & Training Institution
Various institutes like IIMs, Engineering colleges, Medical staff, Pharmacists,
Chemists etc. They provide facilities for campus interviews and placement.
Good institutions have placement cells/officers to serve as liaison between the
student. This sources is known as Campus Recruitment.
(b) Recruiting Agencies
Several private consultancy e.g. A.F. Ferguson Associates Price Watthours, ABC Consultants etc. Perform recruiting function on behalf of client
companies by charging fee. These agencies are particularly suitable for
recruitment of executives and specialists. They perform all the function of
recruitment & selection so that the client is relieved of this burden. But the
cost of recruitment through these agencies is quite high.
(c) Employment Exchange
Government of India has established public employment exchange through
out the country. These exchanges provide information about the job vacancies
to the jobseekers and help employers in identifying the suitable jobs.
44

Wherever they get requisition/notice from employers, the concerned

candidates are informed. A list of such persons is also send to the employer.
The Employment Exchange (Compulsory Notification of Vacancies) Act,
1956 makes it obligatory for both public sector and private sector enterprises
to fill certain types of vacancies through employment exchanges. Many of
these exchanges also provide vocational guidance and job counseling to
jobseekers.
(d) Casual Caller
Due to widespread unemployment in the company, many job seekers visit the
offices of well known companies on their own. Such clashers are generally
considered a nuisance to daily work routine of the enterprise. But a waiting
list of such unsolicited visitors can be prepared to fill temporary and lower
level jobs. It is a very expensive source of recruitment.
(e) Labour Contractors
Manual workers can be recruited through contractors who maintain close
links with the source of such workers. This source is often used to recruit
labour for construction jobs. The disadvantage of this source is that when the
contractor leaves the organizations, people employed through them also go.
(f) Gate Recruitment
Unskilled workers may be recruited at the factory gate. In some industries like
jute, a number of workers as badly or substitute workers, these may be
employed whenever a permanent worker is absent. More efficient among
45

these bodily workers may be recruited to fill permanent vacancies. A notice

board of the company specifying the details of job vacancies can be put. Such
recruitment is called direct recruitment. It is used mainly for unskilled and
casual job vacancies.
(g) Press Advertisements

An advertisement in newspapers and journals is a widely used source of

recruitment. The advantage of this method is that it covers millions of
persons through out the country and cost per persons is very low. This
method can be used for clerical and, technical job.

If the company

wants to keep its identify secret, only box number can be given for reply.
Considerable details the job to be filled and qualification requirement can be
the advertised to facilitate self-effacing. However, this method may bring in
a large number of applications from unsuitable candidates. The company
has to waste considerable time and efforts in sorting out application.

(h) Recommendation
Office bearers of trade unions are often aware of the suitability of candidates.
Management can enquire these leaders for suitable jobs. In some organization
many candidates recommended by trade unions. Relatives and friends of
employees are given priority in recruitment in some companies. Public sector
undertaking give preference to local people (sons of the soil) in recruitments
particularly at lower and middle level jobs. In this source, some sort of
preliminary screwing takes place by the employee/union recommending the
candidate.
In actual practice, it is desirable to use a mix of both internal and external
sources depending on the availability of originality and initiative with in the
46

organizations, need for new blood, focus on seniority in the promotions, level
of specialization required impact of recruitment on attitudes of emphasis on
participation of employees etc.

RESEARCH METHODOLOGY

47

METHODOLOGY ADOPTED FOR CONDUCTING

THE SURVEY
1. The opinion survey and scheduling method has been used to analyze and
assess the recruitment and selection policies of BHEL, Hardwar.
2. After consulting different books, literature and reports on this topic.
3. The scheduling has been done among the employees of executive level.
4. We have covered total 50 people which were of executive grade.
5. A total of 10 questions were asked from those executives.

48

SWOT ANALYSIS

SWOT ANALYSIS OF BHEL

Strengths of BHEL
49

According to the majority of employees working in BHEL Hardwar and based

on the participative observations. Following are the genuine strength of the
organization that has brought BHEL among NAVRATNA.
The technical expertise of the corporate i.e. executive, supervisor and worker
is its most prized possessions.
The skills of management in time bound implementation of the project.
Optimum utilization of human resources.
Organizations economic stability gives an insight to the employees to strive
hard for the accomplishment of the target.
Positive corporate image.
Workers active participations management.
Weaknesses of BHEL
According to researchers participative observation and view point of the
majority of employees working in BHEL, Hardwar, the following weaknesses
exit in the organization.
BHEL has to compete with multi national companies.
Policies once made are not revised.
Improper planning for team work.
Demotivating promotion policy.
50

Opportunities
High expected growth in power sector.
Ageing of power plants would give rise to more spare and service business.
Export opportunities.
High growth forecast in Indias index of industrial production would increase
demand for industrial equipment such as motors and compressors.
Threats
Technology supplies are becoming competitive with the opening of the Indian
economy.
Reduce allocation of power sectors.
Multi national companies reluctant to lend to power sector because of the
poor financial management by SEBs.
Fall in global power equipment process can affect its profitability.
Limitations
The study was restricted to a period of 6 weeks only. It was not possible to go
through topic in depth in such a short span of time.

It was difficult to collect the secondary data from the organization.

51

The respondents were not in a position in giving the correct & accurate
answer as we needed.
The analysis of date bases on the study is my own attempt so, there can be
variations in the result of my study and personal opinion obtained by BHEL,
Hardwar.
For knowing about the awareness of recruitment and selection policy of
BHEL, some of the questions were asked from the employees having an
executive level in the company. One of these questions was :-

52

RECRUITMENT AND SELECTION

POLICY

53

Q.1. To what extent, you have got the knowledge about

existing

recruitment and selection policy of BHEL?

PERCENTAGE S AWARENESS AMONG THE EMPLOYEES OF BHEL

(EXECUTIVE) ABOUT THE RECRUITMENT & SELECTION POLICY

In answer to this question to the executives of BHEL, it was found that 52.5%
of employees in BHEL have full knowledge about the recruitment and
selection policies of BHEL and even in that 38.09% of the employees knew it
54

because they have either dealt with the function previously or are dealing in
present.
The rest of 61.91% of the employees who have full knowledge know it
because of the personnel manual or through circular or notice board or
through other people in the company itself.
33.22% of the employees of BHEL has a partial knowledge about the
recruitment and selection policies, which prevalent in the organization.
14.28% of the employees are those who have very slight knowledge of
recruitment & selection policy, which is nearly equal to nil.
Conclusion
Although the top level of BHEL is fully aware of the recruitment and
selection policy of BHEL, for the executives of BHEL we can say that most
people are not fully aware of the recruitment and selection policy. Although a
personnel manual has been provided to every department of BHEL and the
employees are free to access that document at any time, the employees due to
their personal negligence and ignorance do not study the personnel manual
and hence do not have the full knowledge of recruitment and selection policy.

55

Q.2. Are you satisfied from the existing recruitment & selection policy of
BHEL ?

No
Knowledge
2%
No
38%

Fully
48%

Partially
12%

Fully
Partially
No
No Knowledge

PERCENTAGE OF SATISFACTION LEVEL OF THE EMPLOYEES

(EXECUTIVES) FROM THE RECRUITMENT AND SELCTION
POLICY OF BHEL ?
On the basis of random sampling the data that has been obtained is :
48% of the people are fully satisfied with the recruitment and selection
policies of BHEL.
Partially satisfied employees occupy 38 % of the total employees.
Only 12% of employees are not satisfied with the recruitment and selection
policy.
56

And 2% of the employees do not have adequate knowledge to comment on

this question.
Conclusion
It has been found that normally line executives, who are engaged in
production or any other section generally do not take interest in the
recruitment and selection policies. It is also known from the other surveys in
various other organizations among the rest although some to the employees
are not satisfied because of the reservation level and some other factors but as
the recruitment and selection policy is framed by an expert committee and
that too in the head office in Delhi, it is the same in all the branches of BHEL.
It is a Government policy and has to follow Government norms and
conditions, thus its procedure and terms & conditions are clearly defined and
it is also modified as and when needed according to the Government
recommendation.

57

Q3.Is the communication system for recruitment and selection policy is as

per your expectation?

Partly
35%

Agree
Agree
53%

Disagree
Partly

Disagree
12%

PERCENTAGE REVEALING THE OPINION OF THE EMPLOYEES

ABOUT THE TRANSPARENCY OF THE RECRUITMENT AND
SELECTION POLICY

It is observed that the satisfaction level of communication system of

recruitment and selection is full 53% of the total taken employees.
37%of the employees are partially satisfied with the communication system.
They think it has still to be improved.
10%of employees are not at all satisfied with the communication system.
.

Conclusion
58

However this is taken as on record that BHEL provides a personnel manual to

every department and from time to time information on the notice board,
circularly , advertisement are passed to inform the employees about the
recruitment and selection policies and if any recruitment is done in the
organization.
As BHEL is a very big organization, it is nearly impossible to maintain a
relation to personal contact and it is also not possible to concern the
employees officially about every rule regarding communication of policy
which take up by the company so again this is due to ignorance of the
employees, that they do not get the information about recruitment and
selection.

59

Q4. Recruitment and selection policy use in BHEL is transparent at all

levels of organization?

The answer to this question I came to know that 50% of the employees agree
that the recruitment and selection policy is transparent in BHEL.
33% of the employees partly agree. According to them policies are not fully
transparent, various kinds of data are not disclosed.
15% of employees disagree that the policies are transparent.
And 2% of the employees did not give their opinion this question.

Q5. Which source according to you is the best source?

60

Among the sampled employees 57.61% of the people assumed that the news
paper (local, State & national level) and advertising on TV & Radio are the
best sources for recruiting the best candidates.
28.09% of the employees gives preference to the employment exchange &
college campus and,
Only 14.30% of employees did like to the other sources of recruitment and
selection policy (like recommendations, consultant & casual callers etc.)
Conclusion
The advertisement for jobs is subject to legal actions, i.e, some of the sources
are necessary for the company to adapt like newspaper, employment exchange
etc. But the company should also keep in mind other sources which are
getting today such as private employment exchange, on-line recruitment
system, campus selection etc., to absurd more, fresh & well qualified talents
in the organization.
61

Q 6. Should the dependents of a deceased employee be given priority at

the time of recruitment/selection?
62

Through this question, I came to know that 64.120% employees agreed to

give the priority to the deceased employees dependents, 28.57% employees
were partially agree and 7.14% employees were not satisfied through this
priority.

Conclusion

BHEL follows the norms of the Government as we can see that majority of
employees agree that there should be priority given to dependents on
humanitarian grounds of the deceased employee, BHEL has also in its policy
has mentioned that such type of priority will be given.
Out while giving such priority the organization should keep in mind that the
person recruited should be fit and qualified for that post as much as possible

63

so that the organizations work level should not suffer and the family of the
deceased employees also gets benefit.

Q.7. Does the better recruitment and selection policy play an important
role in increasing the productivity of the organization?
64

Out of total sample covered by me, I found that 90.4% employees agreed
through this view, 7.14% employees partially agreed and rest of them means
2.38% employees were not satisfied.
Conclusion
It is fact that the well framed recruitment and selection procedure affects the
productivity of the company, i.e. if the proper kind of persons are not
recruited for the right job at the right time, the work may suffer cause of low
productivity leading to losses for the company.

65

Q.8. Decision taken regarding recruitment and selection policy by the

toplevel are systematically communicated to you for further
process or implementation?

Out of total respondents covered by me, 40.47% were agree, 35.71% partially
agreed and rest of them i.e. 23.80% employees disagreed through this
question.
Conclusion
Through the observation, I reached this conclusion that any kind of
amendment has been taken by the top level are properly communicated to the
lower level for implementation without any discrimination.

66

Q.9. Does the organizations conduct any appropriate induction and

training programme after selection?

Out of total observation 88.9% employees were agree through the induction
and training programme of the organization, 11.90% employees were partially
agree and the no anybody has been found disagree through the induction and
training programme of BHEL Organizations.
Conclusion
Through the sampled observation, I found that generally most people are
satisfied through the organizations induction and training programme which
the company provided to their fresher candidate and existing employees for
enhance their intellectual and skills development and less people are partly
satisfied through the training programme. Employees getting permanent are
recruited to undertake training for a particular period of time. This helps the

67

employees to increase their efficiency and increase the productivity of the

company.

68

Q.10. Do you think that outside interference influence the recruitment

and selection process in BHEL?

Out of total sampled, 28.57% employees were agree through this question
38.89% employees were partially agree and rest of them means 28.57% were
disagree and 3.97% people have no knowledge about this question.
Conclusion
The answer has not been received clearly on this question. Although the
policy is framed by the Government but it is not totally influence free from
outside, but that too at a very minor level because these policies if not
followed properly can lead to legal actions.
The rest of the sample employees i.e. 7.14% gave no reply about this
question.

69

Procedure of Recruitment and Selection Adopted by BHEL

(in practical aspects)

Firstly the source is decided from where the applications can be invited.
Job specifications and qualifications are then decided that the applicant must
have.
Approval is taken from the concerned authority and then after that
advertisement is given for the post mentioning therein the job title, job
summary allowance, pay scale and allowances how to apply etc. are provided
in the advertisement with last date to apply.
A Committee is then constituted which consist of a representative of human
resource Representative of the specialized area.
Committee give its recommendations. Generally the ET level, executive
finance is governed by corporate level.
After the scruitiny of the applicants a selection committee is formed which
consist of, a Chairman Member of Appointment Board. Representatives of
SC/ST and other minority group Representative of human resource
department.
Head of specialized department.

70

The committee makes the criteria about the suitability, experience and judge
according to these factors and gives marks.
The date of interview is then fixed.
Recommendation is given by Selection Committee.
The result then comes in the concerned department and approval is taken from
the competent authority for the appointment.

Medical is preferred before 1 month if he is fit he fills the appointment forms

and other related data.
Approval from authority on the posting is taken.
Orders are taken out.
He is given a staff number.
His file is sent to the concerned department in the executive cell or operation
cell.

71

SUGGESTIONS

72

Suggestion For the Recruitment and Selection Policies of

BHEL.

1.

In order to eliminate any bias or preferences, outside recruitment

agencies may be hired.

2.

It should review the latest practices and try to match it with the
world in recent times.

3.

In case, if suitable SC/ST candidates are not available then it should

be filled by the general category candidates.

4.

Changes should be made in the job specification in case of certain

jobs.

5.

Proper induction programmes at all levels should be introduced.

6.

In view of the rapidly changing recruitment of the industry it is

imperative that multi-skill training must be imparted to the maximum
identified employees.

73

Winding up of Questionnaire

BHEL needs to make changes on its present qualification level in certain

jobs for recruitment as the previous job skills and qualification are
becoming obsolete.
The company, as it goes for multitudinous and due to the change in
technical and educational pattern of recent time, should opt for change in
the job specification, e.g., in case of clerks. The recruitment of being
computer literate is not mentioned and in recent times the company should
opt for multi skilled personnel so a clerk should now a days not only be
doing one job but other also.

74

BIBLIOGRAPHY

Title of the Books

Author

1. Human Resource management

A.K. Ashwathapa

2. Personnel management

Banerjee,

Aggarwal

3. Research methodology

P.C. Tripathi

75

QUESTIONNAIRE

76

SATISFACTION SURVEY ABOUT RECRUITMENT & SELECTION

POLICY OF BHEL
Note: Please specify your reasons.
Designation

(Only for Executives)

Department:
Age
1.

:
To what extent, you have got the knowledge about existing
recruitment and selection policy in BHEL.
( ) Fully

( ) Partially

( ) Slightly

( ) Nil

Reasons:

..
2.

Are you satisfied from the existing recruitment and selection policy
of BHEL.
( ) Yes

( ) No

( ) Partially

Reasons
.
3. Communication system for recruitment and selection policy is as per
your expectation?

77

( ) Agree

( ) Partially Agree

( ) Disagree

Reasons:

Recruitment an selection process in BHEL is transparent to all

level of organization.
( ) Agree

( ) Partially Agree

( ) Disagree

Reasons
.
5.

Which Source according to you is the best course of recruitment.

( ) News paper (Local/State/National)

) Advertisement on

(TV/
Radio/Both)
( ) Employment Exchange (Govt./Private/Both)
( ) College Campus & Institutions
( ) Other (Mention its)

6.

Should the dependents of a deceased employee be give priority at

the time
of recruitment and selection..
78

( ) Agree
7.

( ) Partly Agree

( ) Disagree

Does the better recruitment and selection policy plays in important

role

in
increasing the productivity of the organization.
( ) Agree

8.

( ) Partly Agree

( ) Disagree

Decision taken regarding recruitment and selection policy by the

top

level

are systematically communicated to you for further process of

implementation.
( ) Agree
9.

( ) Partly Agree

( ) Disagree

Does the organization conduct and appropriate induction and

training
programme after selection.
( ) Agree
10.

( ) Partly Agree

( ) Disagree

Do you think that outside interference influence the

recruitment process in BHEL.
( ) Agree

( ) Partly Agree

79

( ) Disagree