A STUDY ONRECRUITMENT AND SELECTION WITH REFERENCE TO BHARAT HEAVY PLATE AND VESSELS LIMITED A project Report submitted to the BERHAMPUR UNIVERSITY in Partia !u"ment o! the A#ard o! the $e%ree o! BACHELOR OF BUSINESS ADMINISTRATION SUBMITTED BY SIDHARTH RAJ SAHU Exam Roll No: CB6311 R!"# No# 1$%&%'()1) U*"+ ,- .,m" !/0"a*1 o2 A..,#P+o2# MADHUSMITA CHOUDHURY College of Business Administration, Berhampur PRESIDENCY COLLE3E4S COLLE3E OF BUSINESS ADMINISTRATION BERHAMPUR5ORISSA DECLARATION I Mr.idharth Ra! ahu a .,/"*, o2 P+.0"*16 Coll!4. Coll! o2 B/.0*.. A"m0*0.,+a,0o*7 8a+0*! Roll No: CB6311 do here by declare that the facts and finding presented in this report entitled on “PARTICIPATIVE MANA3EMENT AT BHARAT HEAVY PLATE AND VESSELS LIMITED are true to the best of my knowledge and belief, which is being submitted to the Berhampur University for partial fulfillment of the degree BBA. I further declare that it has not been submitted to any other Institution, Organiation or University, and also not published anywhere else earlier. Place: Berhampur Date: 29/06/2012 Asst.Prof.M.Choudhury Asst. !rofessor "ollege of Business Administration, B#$%A&!U$ CE!"#"CA!E !h$s $s to cert$fy that Mr 'iddharth $a( 'ahu %ear$&' the oll (o: CB6)11 stude&t of Pres$de&cy Colle'e*s Colle'e of Bus$&ess adm$&$strat$o& of the Berhmapur +&$,ers$ty- has successfully completed h$s/her pro.ect /or0 e&t$tled o& 1PARTICIPATIVE MANA3EMENT AT BHARAT HEAVY PLATE AND VESSELS LIMITED are2 u&der my 'u$da&ce 3 super,$s$o&. Asst.!rof.&."houdhury )ept.Of &anagement 'tudy !ro(ect *uide ACKNOWLEDGEMENTS I would like to forward my sincere thanks and gratitude to Dr.S.K.Padhy for availing me the opportunity to do this project work. My deep gratitude also goes to Asst.Prof. MADHUSMITA CHOUDHURY, faculty member, who has patiently guided me to the successful completion of this project work. I would like to express my sincere gratitude to Shri B.V.ao, Manager !"#I$I$%&, ' department, B'(V, for his valuable support and guidance during the entire course of the project work. I would also like extend my gratitude to my parents and friends without whose help and advice this project would not have been possible. SIDHARTH REAJ SAHU CONTENTS CHAPTER-1 :: INTRODUCTION • INTRODUCTION • O!ECTI"ES O# THE STUDY • NEED #OR THE STUDY • DESI$N O# THE STUDY • SCOPE O# THE STUDY • %ETHODO&O$Y • &I%ITATIONS CHAPTER-' :: CO%PANY PRO#I&E • INTRODUCTION TO PRODUCT OR INDUSTRY • INDUSTRY SCENARIO • #UTURE #OCUS • $O"T. PO&ICY • %A!OR P&AYERS CHAPTER-( :: INDUSTRY PRO#I&E a. $ENERA& PRO#I&E • %ISSION • ORI$IN ) HISTORY *%I&ESTONES+ • O!ECTI"ES • S.,.O.T • UNI-UE ACHIE"E%ENTS • #UTURE P&ANS .. #UNCTIONA& PRO#I&E • RECRUIT%ENT PROCESS • SE&ECTION PROCESS CHAPTER-/ :: #INDIN$S, ANA&YSIS AND INTERPRETATION CHAPTER-0 :: SU%%ARY AND SU$$ESTIONS CHAPTER-1 :: I&IO$RAPHY CHAPTER-1 INTR&$U'TI&N T& HUMAN RES&UR'E MANA(EMENT INTR&$U'TI&N T& HUMAN RES&UR'E MANA(EMENT # H23a4 R5so2r65 %a4a75354t Syst53 *HR%S, EHR%S+, H23a4 esource Information )ystem !'I)&, ' "echnology or also called ' modules, or simply *(ayroll*, refers to the systems and processes at the intersection between human resource management !'M& and information technology. It merges 'M as a discipline and in particular its basic ' activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardi+ed routines and packages of enterprise resource planning !,(& software. -n the whole, these ,( systems have their origin on software that integrates information from different applications into one universal database. "he linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible. "he function of 'uman esources departments is generally administrative and not common to all organi+ations. -rgani+ations may have formali+ed selection, evaluation, and payroll processes. ,fficient and effective management of *'uman .apital* has progressed to an increasingly imperative and complex process. "he ' function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. "o reduce the manual workload of these administrative activities, organi+ations began to electronically automate many of these processes by introducing speciali+ed 'uman esource Management )ystems. ' executives rely on internal or external I" professionals to develop and maintain an integrated 'M). Before the client– server architecture evolved in the late /012s, many ' automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In conse3uence of the low capital investment necessary to buy or program proprietary software, these internally4developed 'M) were unlimited to organi+ations that possessed a large amount of capital. "he advent of client5server, #pplication )ervice (rovider, and )oftware as a )ervice or )aa) 'uman esource Management )ystems enabled increasingly higher administrative control of such systems. .urrently 'uman esource Management )ystems encompass6 /. (ayroll 7. 8ork "ime 9. Benefits #dministration :. ' management Information system ;. ecruiting <. "raining=>earning Management )ystem ?. (erformance ecord 1. ,mployee )elf4)ervice "he 8ayro99 3od295 automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay che3ues and employee tax reports. @ata is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual che3ue writing capabilities. "his module can encompass all employee4 related transactions as well as integrate with existing financial management systems. "he :or; ti35 gathers standardi+ed time and work related efforts. "he most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. .ost analysis and efficiency metrics are the primary functions. "he .545fits ad3i4istratio4 3od295 provides a system for organi+ations to administer and track employee participation in benefits programs. "hese typically encompass insurance, compensation, profit sharing and retirement. "he HR 3a4a75354t 3od295 is a component covering many other ' aspects from application to retirement. "he system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. >eading edge systems provide the ability to *read* applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. 'uman resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organi+ation. Initially, businesses used computer based information systems to6 • produce pay checks and payroll reportsA • maintain personnel recordsA • pursue "alent Management. -nline r56r2iti47 has become one of the primary methods employed by ' departments to garner potential candidates for available positions within an organi+ation. "alent Management systems typically encompass6 • analy+ing personnel usage within an organi+ationA • identifying potential applicantsA • recruiting through company4facing listingsA • recruiting through online recruiting sites or publications that market to both recruiters and applicants. "he significant cost incurred in maintaining an organi+ed recruitment effort, cross4 posting within and across general or industry4specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated #pplicant "racking )ystem, or B#")B, module. "he trai4i47 3od295 provides a system for organi+ations to administer and track employee training and development efforts. "he system, normally called a >earning Management )ystem if a stand alone product, allows ' to track education, 3ualifications and skills of the employees, as well as outlining what training courses, books, .@s, web based learning or materials are available to develop which skills. .ourses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. )ophisticated >M) allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics. "he E389oy55 S59f-S5r<i65 3od295 allows employees to 3uery ' related data and perform some ' transactions over the system. ,mployees may 3uery their attendance record from the system without asking the information from ' personnel. "he module also lets supervisors approve -.". re3uests from their subordinates through the system without overloading the task on ' department. RECRUIT%ENT AND SE&ECTION ecruitment and selection refers to the chain and se3uence of activities pertainingto recruitment and selection of employable candidates and job seekers for an organi+ation. ,very enterprise, business, start4up and entrepreneurial firm has some well4defined employment and recruitment policies and hiring procedures. "he ' department of large organi+ations, businesses, government offices and multilateral organi+ations are generally vested with the responsibilities of employee recruitment and selection. "he R56r2it354t a4d S5956tio4 Pro65ss is one of the basic ' (rocesses. ecruitment and )election is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. "he R56r2it354t a4d S5956tio4 Pro65ss must be simple and must be robust enough to operate excellently in the moment of the insufficient number of candidates on the job market and the process must be also able to process a large number of candidates within given time limit. "he clearly defined Recruitment and Selection Process is a key to the success of any 'uman esources @epartment. Criti6a9 st58s i4 R56r2it354t a4d S5956tio4 Pro65ss "he ecruitment and )election (rocess has several critical points. "he ecruitment and )election (rocess is very sensible to the changes in the internal organi+ation of the company and to the changes on the external job market. "he whole ecruitment and )election (rocess must meet several criteria6 /. "he process must be easy to understand for the target audience of the ecruitment and )election (rocess. "he process is not created for employees of 'M, the process is developed mainly for the managers in the organi+ation. "he managers are the most important clients of the ecruitment and )election (rocess, 7. 'M has to follow the standard defined in the ecruitment and )election (rocess. 'M cannot afford to draw the nice process maps and document flows in the organi+ation and not to follow them. 8hen 'M does not follow the rules defined, then 'M cannot expect the managers to define such a process . 9. 'M must be able to get a buy4in from the managers in the organi+ation to use standards defined and to keep the process consistent. Cor example the graph illustrates one of the most common mistakes in the ecruitment and )election (rocess. "he 'M starts to fill the vacancy without a clear agreement about the profile and job content of the vacancy to be filled. "his mistake takes a long time to correct and the whole cycle time of the recruitment gets too long and produces a confusion among all the participants in the process. DESI$N O# THE STUDY NEED FOR THE STUDY 'uman resource is playing major role in the B'(V industry. It is very important to select right person for the right job at the right time, who can perform the job successfully with high standards. /. (eople with friendly and outgoing personality, self discipline are mainly needed for this type of industry because a customer sees a company through its employees. 7. "he employees are mainly in contact with the customer depending upon the jobs they are performing. 9. ecruitment and selection has been regarded as the most important function of personal administration, because unless the right people are hired, even the best plans of the organi+ations and control system would not do much good to the organi+ation. :. 'uman resources are the assets to the organi+ation. #ny organi+ation will get its recognition through its employeeDs performance, skills, innovativeness and their professional knowledge. ;. 'ence we can say selection and recruitment plays major role in the organi+ation. Because right people should be selected for the right job and at the right time. Its the responsibility of the organi+ation to hire that right personnel to increase their productivity and overall performance of the organi+ation. <. "hus, the study is conducted in B'(V. "o know about their recruitment and selection process and what are the internal and external sources they are opting for recruitment. O!ECTI"ES O# THE STUDY • "o know about the various recruitment sources of B'(V, Visakhapatnam. • "o know about the selection process. • "o know about the various tests conducted at the time of interview. • "o know about the various recruitment techni3ues which are used to motivate the candidatesE SCOPE O# THE STUDY "his study proposes a group decision support system !%@))&, with multiple criteria to assist in recruitment and selection !F)& processes of human resources. # two4phase decision4 making procedure is first suggestedA various techni3ues involving multiple criteria and group participation are then defined corresponding to each step in the procedure. # wide scope of personnel characteristics is evaluated, and the concept of consensus is enhanced. "he procedure recommended herein is expected to be more effective than traditional approaches. In addition, the procedure is implemented on a network4based (. system with web interfaces to support the F) activities. In the final stage, key personnel at a human resources department of a chemical METHODOLOGY "he data for the present study is collected from primary and secondary sources. 1. Pri3ary So2r65s: @ata is collected by personal discussions with senior officer4management development and training manager and also contacts with various staff members of the personnel department. '. S56o4dary So2r65s: "he information regarding the study is also collected from various reports and journals of .C> and also from various textbooks. # 3uestionnaire of about /< 3uestions regarding the subject was put to the employees of .C> !#nnexure4/&. "his 3uestionnaire gives us a measure of executive development and how far the training is helpful in shaping their personality and in developing their inter and intra personal relations. SAMPLE SIZE: )election of a representative sample si+e is not an easytask, which it is necessary to have information about the universe however, due to lack of timeA at least /22 respondents could be interviewed. &I%ITATIONS O# THE STUDY • #s the managers of the organisation are busy with their work schedule it was difficult to collect detailed data. • "ime was the major constraint as the mentioned period was not enough to collect the data in detail. • )urvey was done only with the sample si+e of /22 as the employees of the company work in shifts and as they are busy with their schedule. CHAPTER-2 COMPANY PROFILE COMPANY INTRODUCTION HEAD OFFICE 5 +isakhapatnam, Andhra !radesh. MAR9ETIN3 ' LIASON OFFICES 5 &umbai, "hennai, ,ew )elhi and +adodara "he Bharat 'eavy (lates and Vessels >td is an ,(. .ompany which under takes ,ngineering, @esign, Manufacturing, ,rection and .ommissioning jobs of capital e3uipments as per the re3uirement = specification to process industries such as refineries, fertili+er plants, steel plants etc. Birth of B'(V6 Core seeing the countryDs need for fabricating e3uipment of an exclusive factory with the main object of reducing dependence on foreign suppliers and become self sufficient ourselves 4 B'(V >td was incorporated in the year /0<< to meet the demands of growing core industry like fertili+ers, petrochemicals, petroleum. B'(V >"@ using different types of materials manufactured and supplied several custom built e3uipments such as pressure vessels, heat exchangers, columns, boilers etc. #fter harat H5a<y P9at5 a4d "5ss59s &i3it5d *HP"+ is a (ublic )ector Gndertaking !()G& of the %overnment of India and is head3uartered in Visakhapatnam, India. B'(V produces process plant e3uipment, turnkey, cryogenic, combustion and oil and gas systems. "he company was established in /0?/ and had aggregated revenues of s /7,72< lakh !G)H 7::.0 million& in fiscal year 722<. B'(V was ac3uired by Bharat 'eavy ,lectricals >imited !B',>& on May //, 7221. "he detailed company profile of B'(V encompassing almost all its functional area is illustrated in the following sections6 INTRODUCTION (rimary -bjective "o manufacture custom built capital ,3uipment for the (rocess Industries such as Certili+ers, (etrochemicals, (etroleum efineries, .hemicals etc. "echnical .ollaboration (rovided by M=s )I-@# ,J(-", .+echoslovakia. .ommencement of .onstruction /0<1 .ompletion of .onstruction /0?/ .ommencement of (roduction /0?/ Initial (roject .ost s. /?.; .rores Initial (roduct Mix 'eat ,xchangers, .olumns, (ressure Vessels, "echnological )tructures, (iping etc. Installed .apacity 79,7/2 M.". "urnover for the year 7221 4 7220 s. 70/ .rores RESOURCES 1. #INANCIA&: *As o4 (1 st %ar6h, '==>+ #uthori+ed .apital !s .rs& 6 /;7.22 .rores (aid up capital !s .rs& 6 7?7.92 .rores %ross block !s .rs& 6 ;/2./; .rores '. PRODUCTION #ACI&ITIES Cactory #rea 6 ;;7 #cres "otal .overed #rea 6 /,/2,222 )3. Metres .overed area of (roduction )hops 6 0<,222 )3. Metres (ower e3uirement 6 ;,222 I8 from #(),B $o. of #ncillary Gnits 6 72 Gnits (. I%PORTANT %ACHINERY: • "he factory is provided with comprehensive and modern manufacturing and testing facilities and suitable material handling e3uipment. • "he maximum crane lifting capacity is /72 tonnes, but loads upto 7;2 tonnes can be lifted with improvisation. • Maximum olling .apacity is <2 mm in cold condition and /?2 mm in hot condition. • B'(V has the largest heat treatment furnace in India, the si+e being ;.; metres width, ;.; metres height and 9<.; metres long. -ne more furnace of 722 "on capacity and /; mtrs. Bogie length has been added. Oth5r 6riti6a9 5?2i8354ts a<ai9a.95 :ith HP" ar5 as fo99o:s: @eep @rawing 'ydraulic (ress of /<22 " .apacity. )ingle )pindle .$. @eep hole @rilling Machine with %un @rilling attachment and 7$os. .$. drilling machines which can employ conventional drills. #nother .$. @eep hole drilling machine has been installed recently by 'M". # number of 8elding otators of capacity up to 7;2 "onnes. 8elding e3uipment such as Manual #rc, )ub merged #rc, "I%, MI%, (lasma including the latest high productive welding e3uipment such as "win 'ead 8elding and Bi4.athode "I% welding. "ube Cining Machine. # number of vertical and 'ori+ontal Boring Machines with a maximum capacity of ;Meters diameter and 722 MM )pindle diameter respectively. @ifferent types of $on4destruction "esting ,3uipment. 8ell e3uipped (hysical and .hemical >aboratories. Metrology section etc. '.> )uper 5 Mini .omputer, "wo Mini .omputers ;< .#@ Machines and //1 (ersonal .omputers. /. %ANPO,ER: *As o4 (1 st !a42ary, '==>+ ,or;354 @'> Staff '1A S285r<isors >/ EB562ti<5s '>/ Total 1385 0. E%P&OYEES ,E&#ARE A%ENITIES: "ownship #rea /;/ #cres $o. of Kuarters //07 72 bed 'ospital (rotected 8ater )upply Gnderground @rainage )ystem ,nglish Medium )chool with .B), )yllabus. "elugu Medium )chool with #( )tate )yllabus. )pecial )chool for Mentally handicapped children. Vocational "raining .entre for Mentally 'andicapped. .ommunity .entre for .ultural activities F )ports -pen #ir "heatre facilities. Ialyana Mandapam !Marriage 'alls&. 1. PRO!ECTS O# NATIONA& I%PORTANCE UNDER ECECUTION: S.NO . CUSTO%ER PRO!ECTDE-UIP%ENT "A&UE *RS. CRORES& /. I-.>, (anipat 'ydro .racker eactors 5 9$os. :2.0/ 7 I-.>, (anipat eactor, egenerator F -rifice .hamber /;.7< 9 I-.>, (anipat eformer F 8' (ackage 91.;0 : B-I#- )",,> (>#$",Bokaro #rgon ecovery Gnit :2.72 ; $>, $umaligarh #I CI$ .-->,)=)) .>#@ V,)),>), )(',,) ,".. 7:.0; < '(.>,V,( 5 II Visakhapatnam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ertili+er Industry (etroleum efineries (etrochemical .omplexes )teel (lants .hemical Industries (ower )ector $uclear, @efense, F )pace )ectors MAJOR COMPETITORS: >arsen F "oubro O % ,ngg O for (rocess (lants >loyd )teel O I.-.> O I$-J O > F " O >inda, %ermany O for .ryogenics F B.-.., GI O )ystems. #ir (roducts, G)# F GI O I-B,, Napan O $ippon )anso, Napan O '-(M, .hina O (#J#I, G)# O B',> O > F " O for Industrial B#B.-.I "',M#J O Boilers. #.. Babcock >td. O B'(V has developed // ancillary industries in its vicinity to cater to its re3uirements. #part from offering sufficient work load to these industrial units, B'(V has been assigning work to a number of small sector industries. B'(V provides material, transportation and inspection services to the #ncillaries to help them rise to its 3uality re3uirements. #fter /00/ B'(V become sick Industry and as a measure of revival of B'(V. %ovt. of India, Ministry of 'eavy Industry has given directives to B',> to take over B'(V. )ubse3uently B',> took over B'(V on May /2 th . 7221 in the presence of 'onorable Ministers like Cinance, Industry, (ower, .hief Minister of #ndhra (radesh and several others. )ri .hidambaram, )antosh Mohan @ev, )ri aja )ekhar eddy, )ri )eetaram ,churi are among the other prominent delegates including B'(V families. INTRODUCTION: HP" &TD In the liberali+ed economy of India and in the era of globali+ation a company must rethink its business mission and all functional strategies. In these days companies find themselves competing in a race where the road signs and rules keep days when it was Pbusiness as usualQ companies could succeed only by having innovative ideas combined with by effective financial management. "herefore, it is not surprising that todayDs winning companies are those which foresee the future and manage the finance effectively. -ne can manage finance effectively by managing working capital, capital structure and taking decision on capital budgeting. Gltimately, finance is at its best about value adding, developing new products and raising the worldDs standards of living. "he heavy engineering industry is a major strength of any economy. "hese heavy engineering industries which produce capital goods are the most modern of the entire industrial group. In India these heavy engineering industries occupy a crucial role in its economic development in view of the huge investment as well as the critical importance to nation. "hese industries are mostly confined to the public sector only. B'(V >td. is the largest fabricator of process e3uipment in India for the petroleum, chemical and allied industries. Initially it was fully owned by the government of India and is managed by an board of directors appointed by %overnment of India. @uring /012s the company was made as subsidiary to the holding company named Bharat Lantra $igam >imited, #llahabad, G( along with few other companies. In the year 7221, the company was taken over by Bharat 'eavy ,lectricals >imited, a navaratna ()G as a part of rehabilitation of B'(V. "his company is situated in the city of destiny 4 Visakhapatnam on the shores of Bay of Bengal , B.'.(.V. >td is accessible by road, rail, sea and is well connected to all metropolitan cities by air. In view of the above, B'(V has been selected for the study. "he topic selected is PA st2dy o4 th5 3a4a75354t of :or;i47 6a8ita9Q with reference to B'(V. Sri D.Sa4E55<ayya, th5 th54 %i4ist5r of I4d2stry, $o<t. of I4dia laid the foundation stone to the company, on 1 th Nan /0<? in Visakhapatnam. B'(V comes under the purview of the @epartment of 'eavy Industry, Ministry of 'eavy Industries 8ith the technical collaboration of M=s. )I-@# ,xport .ompany of .+echoslovakia in the year /0<1, it got expertise and guidance for establishing the projects and for the design F manufacture of various process e3uipments. B'(V became a fully owned subsidiary of Bharat 'eavy ,lectricals >td in the year 7221. >icensed installed capacity is 797/2M". "he initial capital outlay is s./?.; cores. "he product mix included heat exchangers, columns, and pressure vessels, )torage vessels, piping etc. @uring the year of it commercial production i.e. /0?/4/0?7 the turnover was just s ; lakhs. "ast ten #ears turno$er details% YEAR TURNOVER :R. 0* la;-.< -.../0111 $s.-02234/ 0111/011- $s.025614/ 011-/0110 $s.078-14/ 0110/0117 $s.-86214 0117/0118 $s.2.254/ 0118/0112 $s.-1.874/ 0112/0115 $s.-00124/ 0115/0116 $s.-31754/ 0116/0113 $s.-31714/ 0113/011. $s.387.4/ CHAPTER-3 INDUSTRY PROFILE >icensed to start construction of plant at Visakhapatnam in /0<<, B'(V confronted many obstacles such as water problems, fre3uent power cuts both at initial stage as well as at the time when construction was going on. In spite of all those obstacles the civil and structural work was completed to a major extent by the end of 9/ st March, /0<?. "he licensed and installed capacity is 797/2 M". "he initial capital outlay being s. /?.; crores. >ater after completion of installation work B'(V had received orders for the / st time from M=) B-I#- steel plant and Certili+er .orporation of India ltd., for fabrication and supply of e3uipment. "he factory at initial stages had suffered a loss in fabrication and delivery of e3uipment to customers due to delay in the procurement of re3uired raw material. "he factory was scheduled to go into production initially in Nuly, /0<?, but due to backlog of some uncompleted construction work the .ompany went into commercial production only in /0?/. Sir K.C.Pa4th then the Minister of )tate for )teel and 'eavy ,ngineering inaugurated the initial production in /0?2, where some production facilities had already been established by installation of fabricating machinery like bending rolls, welding e3uipment etc. @uring the first year production, the company has incurred a loss of s 7?.:? lakhs mainly due to incidence of fixed expenditure apportion4able to (roduction like establishment, depreciation etc. "he same loss position was continued till /0?1 4 /0?0. "he continuous losses put B'(V far from profiteering companies. "he existence of excessive accumulated interest on loan taken from %-I resulted in heavy loss to the .ompany. In /0?14/0?0 the .ompany had suffered a loss of s ;91 lakhs due to incidence of delayed delivery of e3uipment, excessive increase in cost of imported raw materials and other administration costs . In later years the situation was improved through collective and expeditious efforts of employees of the .ompany. PRO#ITEERIN$ YEARS #OR HP" #fter a series of continuous loss years, B'(V for the first fine in its history, in/0?0412 has witnessed several significant events both on financial as well as production fronts. B'(V for the first time in its years of commercial production attained a break4even level with a marginal profit of s 99.20 lakhs as against a net loss of s /70 lakhs projected at the beginning of the year. @uring /01241/ the company for the second consecutive year, earned a net (rofit !after tax& s :1.7/ lakhs from its operations. "his year B'(V >td operations included manufacturing of very critical and sophisticated e3uipment to core industries . #gain in /01/417 the company operations resulted in a net profit of s <2./0 lakhs as against a budgeted loss of s 72=4 lakhs. Major pending interest on loan from %-I was cleared in this year. @uring /017419 B'(V reached /22R target production and resulted in a net profit of s /29.?/ lakhs as against the budgeted loss of s 0; lakhs . 8ith prestigious work orders from Visakhapatnam steel plant for supply of air and gas separation plants B'(V crossed a target production and its operations resulted in a net profit of s ;?; lakhs. "he year /01<41? is treated to be the dark year for B'(V. )ince its entrance into threshold of profit arena, it could not achieve its set motto of beyond billion barriers. )inking of a ship carrying bulk of raw material and components slackening demand for process e3uipment etc, resulted in a short fall in production and hence company suffered a loss of s /?2 lakhs again in /01?411 B'(VDs projects were successfully fabricated and its profits took an upward trend and its operations resulted in (#" of s 702 lakhs . It was expected to emerge an increasing trend in the profits of B'(V for the year /0114 10. #fter /01?411 profits are in decreasing trend. It got a loss of s ;02 lakhs during /00;40<. #midst tight li3uidity conditions the company has made a net profit of s /.9/ crores!before tax& and s / crore after tax during /00? 401, s /.79 crores (B". @etails of turnover, profitability for the period from /00<40? to 722;42< are as follows6 YEAR TURNOVER PROFITABILITY 9$s in lakhs: 9before int ; ta<: -.../0111 -0223 9/: 865 0111/011- 02561 9=: 071- 011-/0110 0781. 9=: 0563 0110/0117 -8621 9/: -82-0 0117/0118 2.25 9/: -15.8 0118/0112 -1.87 9/: 703- 0112/0115 -0010 9/: 0708 0115/0116 -3175 9=: 0-3. 0116/0113 -3171 9/: 8211 0113/011. 387. 9/: -0-85 REASONS #OR SICKNESS OR SU-OPTI%A& PER#OR%ANCE : O85ratio4a9 Iss25s Ord5r oo;i47: "he .ompany was performing with marginal profits until 7222. @ue to globali+ation, the company started facing problems in normal business operations from 722/. @ue to low order bookings resulted in to huge losses. 'owever present order book position is improving. I4t5r5st 2rd54 o4 "RS &oa4s: "he .ompany implemented V) with the loans from %overnment of India and 77;; employees were relieved up to 7227. "hen onwards the company burdened with huge interest on these loans, which severely affected profitability of company in the years 722:42;, 722;42<, 722<4 2?. #i4a46ia9 6risis: "he .ompany started facing li3uidity problems from 7227 onwards due to low orders book position =low turnover = heavy interest burden ."he bank accounts with consortium of banks have become $(#s. In spite of improvement in the present order book, the company couldnDt, execute these orders because of li3uidity crisis. T56h4o9o7y ) %ar;5t Iss25s: "he present plant F machinery F infrastructure utili+ing by the company is of :2 years old and have been fully depreciated. "herefore, it needs up4 gradation to cope up with present technological developments. #t present the internal lead time is high when compare to competitors and needs computeri+ation by going in >#$ with .entrali+ed control system to reduce the internal lead time. )imilarly in the areas of engineering the lead time re3uired for design and drawings is to be reduced which re3uires implementation of sophisticated process design software. Ad<5rs5 %ar;5t Co4ditio4: "he survival of any company primarily depends on its order book. 'owever, due to >iberali+ation and globali+ation, the company faced stiff competition from multinational companies. >ump )um turnkey !>)"I& concept adversely affected the companiesD order book. Cor Kuoting for >)" projects, the company is not eligible despite the capabilities to execute the project in conventional manner. Because of all above problems, the company incurred huge losses in 7227429 and 722942: and the entire net worth of the company got eroded. #s the net worth of the company got eroded fully, the company was referred to BIC as per the act in 722:. R535dia9 A6tio4 : .onsidering the past history, glory, competence, the service to the nation in building refineries, steel plants, fertili+er plants etc, %overnment of India has decided to revive the company by restructuring in the year 722/. Ieeping in view the fact that the company is operating in hi4tech area with speciali+ed product range for core sectors, with substantial business prospects due to expected growth in core sector and potential for revival in consideration to the present performance improvement trend in the organi+ation, there is a need to revive B'(V which is presently sick = BIC referred organi+ation. "his is being reflected by the interest shown by organisations like ,I>, '(.> F B',> to take over of the company as a part of revival = rehabilitation package. R5<i<a9 Pro8osa9: # evival proposal submitted by @'I to B(), was discussed May 722<. @uring the meeting it was informed to B(), that M=) ,ngineers India >imited !,I>& F M=s. 'industan (etroleum .orporation >imited !'(.>&, ()Gs under the Ministry of (etroleum and $atural gas expressed interest to take over B'(V. #s per the directions of B(), based on the deliberations, desired actions have been taken by @'I. "his note is being submitted to the board for consideration of the proposal with amendments and updated facts for financial restructuring and revival of M=s B'(V in view of latest developments. S2.s5?254t D5<59o8354ts R5f5r5465 of HE& "he @epartment of 'eavy Industry asked the comments from B',> for merger of B'(V with B',>. "he B',> indicated that B',> had earlier examined the prospects which were not found encouraging but now in the changed economic scenario and with power plant orders on the upswing, the B',> would like to re4examine and assess the position afresh and re3uested for carrying out due diligence of B'(V #fter all the above developments, finally on 20.2;.7221, the company was formally taken over by B',>, a navaratna ()G, as per the revival scheme sanctioned by %-I. T- .al0*, 2a,/+. o2 +=0=al .1-m a+ a. 8lo> . (As per the Govt. of India, Ministry of Heavy Industries & Public Enterprises and Departent of Heavy Industry! • 3OI >0ll >a0= a*" >+0, o22 loa* a*" 0*,+., amo/*,0*! ,o R.#?1$#61 C+.# • 3OI ,o @+o=0" !/a+a*, amo/*,0*! ,o R.#($) C+. ,o *a8l BHPV ,o +a0. 8o*". 2+om ,- "om.,01 ma+;,# • T- *,0+ @a0" /@ 1a@0,al o2 BHPV ,o ,- ,/* o2 R.# 33#&% C+. >o/l" 8 ,+a*.2++" ,o BHEL a, a *o,0o*al =al/ o2 R# 1'5# • BHEL >0ll ,a;o=+ 8o,- ,- a..,. a*" l0a80l0,0. :0*1l/"0*! 1o*,0*!*, l0a80l0,0.< o2 BHPV a. a !o0*! 1o*1+*# • T- ,a;o=+ >0ll *,a0l ,- 2ollo>0*! 1o*1..0o*. 2+om ,- 3o=+*m*, o2 A*"-+a P+a".-: a< T+a*.2+ o2 ,0,l o2 la*" ma./+0*! 3A6#&3 a1+. 0* @o....0o* o2 BHPV a. !02, alo*! >0,- >a0=+ o2 +!0.,+a,0o* a*" .,am@ "/,6# 8<Wa0=+ o2 Sal. Tax a++a+. amo/*,0*! ,o R.#?(#16 C+. 1<Wa0=+ o2 NALA Tax o2 R.#?3 la;- a*" "<Wa0=+ o2 "/. ,o>a+". Wa,+ TaxB P+o@+,6 TaxB a*" Va1a*, La*" Tax o2 R.#3#%6 C+.# • T- 1o*.o+,0/m o2 Ba*;+. -a. a!+" 2o+ O*5T0m5S,,lm*, BHEL ma6 ,a; ,0ml6 a"=a*,a! o2 ,- o22+# • BHEL >0ll 0*2/. a, la., R.#3? C+. a. a""0,0o*al EC/0,6 Ca@0,al a*" a"C/a, 2/*". 2o+ /@5!+a"a,0o* o2 ma*/2a1,/+0*! 2a10l0,0.B Ca@x a*" Wo+;0*! Ca@0,al# • BHEL >0ll ,a; o=+ BHPV >0,- all 0,. m@lo6.# • DHI >0ll a..0., BHEL 0* .,,l0*! ,- "0.@/," "ma*". +la,0*! ,o x10.B 1/.,om.B 0*1om5,ax ,1#B o* a 1a. ,o 1a. 8a.0.# • BHEL >0ll ,a;o=+ BHPV a. 0,. ./8.0"0a+6 a*" ,a; all @o..08l .,@. 2o+ 0,. +=0=al# T- ma,,+ +!a+"0*! +1o*.,0,/,0o* o2 ,- Boa+" o2 D0+1,o+. 0. /*"+ 1o*.0"+a,0o* o2 ,- 1om@,*, a/,-o+0,6# DRA#T REHAI&ITION SCHE%E )ubmitted to BIC. Sy45r7y of 2si45ss .5t:554 HE& a4d HP" In addition to improvement in present business of B'(V, the take over by B',> will have the following advantages6 • Managerial and marketing support from B',>. • @iversification into 'igh (ressure (ower Boilers. • "echnological )upport for new products.Cinancial )upport for up 5 gradation of manufacturing facilities, .apex and 8orking .apital e3uirements. • ,nsured flow of new orders. • )ynergy between the two organi+ations in view of similarity of products=technologies. • Business advantage due to excellent Brand Image of B',>. #a6tors for r5<i<a9 of HP" thro27h ta;5o<5r .y HE& B',> on its part has worked out the viability of the B'(V takeover, taking into consideration the following6 B',> to enhance the capabilities F capacities of B'(V to build upon its strengths in the existing business of supplying process e3uipment to sectors like -il, (etrochemicals, Certili+ers etc. In addition, B',> plans to enhance B'(VDs capabilities F capacities in the area of industrial boilers, heat exchangers, condensers etc. # capital investment is envisaged for the up4gradation of re3uired facilities. ,xpected growth in the market for B'(VDs products , especially in process e3uipment and cryogenics. #s per Industry analysis, orders worth s. /?22 .rs per annum are expected in the next five years from oil efineries and (etrochemical projects to flow to the engineering F fabrication industry. 8ith a market share of B'(V of /;R 5 /1R in the past in this segment, B'(V can become more confident in addressing this market overcoming its financial constraints by participating in some of the tenders with B',> support. #s such, B'(VDs financial weakness would be mitigated once its restructuring is completed and B',> takes over its functioning. "he .aptive (ower (rojects !.((& and Industrial boilers market segment is expected to grow from around s. /122 .rs in 722?421 to an estimated level of s. 7:22 crs in next five years based on projected /7 R industrial growth in the coming years. B'(V can target a share of 7;R 5 92R of this market, provided market expectations on delivery and price are fulfilled. .urrently, the "ricky unit of B',> is constrained in targeting the industrial boilers market due to heavy load of boiler orders from the utility segment. In this regard, B'(V can be developed as a dedicated center for industrial boilers by B',>. "he sales turnover from this segment has been projected to reach to level of s, 122 .rs by the fifth year after functional take over by B',>, based on factors like increased volume, better financial capabilities leading to lower working capital borrowing costs etc. HP": AN O"ER"I E, . 1.INTRODUCTION Incorporation of the .ompany 6 /0<< (rimary -bjective 6 "o manufacture custom built .apital e3uipment for the process industries such as fertili+ers, petroleum etc. "echnical .ollaboration 6 M=s )I-@#, .+echoslovakia. .ommencement of .onstruction 6 /0<1 .ompletion of .onstruction 6 /0?/ .ommencement of (roduction 6 /0?/ Initial (roject .ost 6 s. /?.; crores Initial (roduct Mix 6 'eat ,xchangers, .olumns, (ressure vessels, Boilers Installed .apacity 6 79, 7/2 M.". "urnover for the year 722<42? 6 s. /17 crores '. RESOURCES Cactory #rea 6 /0? #cres "otal .overed #rea 6 02,222 s3. Meters .overed area of (roduction )hops6 ;<,222 s3. Meters (ower e3uirement 6 7;22 I8 from #(),B I%PORTANT %ACHINERY "he maximum crane lifting capacity is 922 tones. Maximum olling capacity is <2mm in cold condition and /?2mm in hot condition. B'(V has the largest heat treatment furnace in India, the si+e being Meters width, ;.; meters height and 9<.; meters long . -ne more furnace of 722 "on capacity and /;mtrs . Bogie length has been added. Oth5r 6riti6a9 5?2i8354t a<ai9a.95 :ith HP" @eep @rawing 'ydraulic (ress of /<22" capacity )ingle )pindle .$. @eep hole @rilling Machine with %un @rilling attachment and 7$os. .$. drilling machines which can employ conventional drills . #nother .$. @eep hole drilling machine has been installed by 'M". # number of 8elding otators of capacity up to 7;2 "ones. 8elding e3uipment such as manual #rc, )ub merged #rc, "I%, MI%, (lasma including the latest high productive welding e3uipment such tune head submerged arc welding, and Bi4cathode "I% welding ."ube fining Machine. # number of vertical and hori+ontal boring machines with a maximum capacity of ; meters dia and 722mm spindle dia respectively. Diff5r54t ty85s of No4-d5str26tio4 T5sti47 E?2i8354t. 8ell e3uipped (hysical and .hemical >aboratories. Metrology section etc. ;< .#@ Machines and //1 (ersonal computers. %ANPO,ER *As o4 (1 st %ar, '==>+ 8orkmen = )taff 1;2 )upervisors 7?2 ,xecutives /?2 "otal /702 E%P&OYEE ,E&#ARE A%ENITIES • "ownship #rea 4 /;/ #cres • $o. of Kuarters 4 //07 • 72 bed 'ospital • (rotected 8ater )upply • Gnderground drainage system • ,nglish medium school with .B), )yllabus • "elugu medium school with #( )tate )yllabus • )pecial school for mentally handicapped children. • Vocational training centre for mentally handicapped • .ommunity center for cultural activities F sports 5 open air theatre facilities (. DI"ERSI#ICATION -riginally established for fabrication of process e3uipment. #s a step towards diversification signed collaboration agreement with M=s >D #ir >i3uid of Crance in /0?/ for manufacture of 5 #ir F %as separation plants .ryogenic storage systems Curther diversified into the area of industrial boilers in the range of ;2 5 722 "(' in collaboration with M=s B',> in /01/ based on the recommendation of the working group constituted by @'I. ,ntered into the area of oil F %as (rocessing systems in /002 in collaboration with M=s B.) F B ,ngg. .o., G)#. /.CO&&AORATION AND ASORPTION O# TECHNO&O$IES )ome of the significant collaborations of B'(V entered include6 M=s B)>, Crance in respect of Cield erected .ryogenic )torage "anks. M=s @elas, Crance in respect of @ereators. M=s #BB >ummus, $etherlands for 'eat "ransfer )ystems. Cas5 F to F 6as5 ti5 28s, HP" 54t5r5d i4to i4692d5: ,vaporators from M=s ,codyne .orporation, G)# (aper F plus digesters from M=s Iamyr #B, )weden %as collection modules from M=s I"- .orporation, G)# >arge space simulation chamber from M=s 'V,., G)#. (rimary reformer from M=s 'alder "opse, demark 8aste heat boiler from Borsig, %ermany Ceed water heater from delas, Crance. #rgon recovery unit from M=s >D#ir >i3uide, Crance etc. 'ydro cracker reactors from M=s $eo4(ignani, Italy. Vacuum ,jector systems from M=s Iorting 'annover, %ermany. >(% handling F storage system from M=s $oell4>%#, %ermany #mmonia storage system from M=s I"I, %ermany etc. By absorbing know4how from various world renowned collaborators, B'(V upgraded its status from a mere fabricator of process e3uipment to that of an engineering company of international repute. < . CUSTO%ER ) CO%PETITOR PRO#I&E %A!OR CUSTO%ERS: Certili+er industry (etroleum refineries )teel plants .hemical industries (ower sector $uclear, @efence F )pace )ectors %A!OR CO%PETITORS >arsen F "urbo % ,ngg (unj >loyd l I-> I$-J >inde, %ermany B.-.., GI #ir products, GI I-B,, Napan $ippon )anso, Napan '-(M, .hina (#J#I, G)# B#B.-.I "',M#J #.. Babcock >td. @. -UA&ITY B'(V is reputed for 3uality and workmanship of its products. B'(V has received a number of international accreditations such as 5 &&OYDS RE$ISTER O# INDUSTRIA& C&ASS I CERTI#ICATE #OR #USION ,E&DED PRESSURE "ESSE&S AS%E U ) U' STA%PS ON PRESSURE "ESSE&S AS%E GSH STA%P #OR INDUSTRIA& OI&ERS NATIONA& OARD O# OI&ER ) PRESSURE "ESSE&S INSPECTORS, U.S.A GRH STA%P #OR REPAIS O# CODED "ESSE&S STA%I CARON UREA REACTOR HA&DOR TOPSOE A%%ONIA REACTORS AND HI$H PRESSURE HEAT ECCHAN$ERS ARIAN A%ERICAN OI& CO%PANY PROCESS P&ANTS #s a part of total 3uality management program, B'(V has ac3uired I)- 022/ certification during the year /00940: particularly to boost up its exports and to be competitive in the international market. e4certification of I)- 022/ has been obtained in )eptember, /00<. In recognition of high standards of our 3uality, confederation of Indian industry !.II&, )outhern egion, #( presented the Kuality #ward. A. RESEARCH ) DE"E&OP%ENT esearch F @evelopment department was established in /0?; and is well e3uipped with high tech e3uipment to cater to #pplies esearch and (roduct @evelopment F@ has developed /9< (rojects so far. )ome of the products commerciali+ed include6 "itanium #nodes "itanium #ir Bottles .ryogenic Vats Individual Kuick Cree+ing Gnit )uper Insulated (iping. )uper Insulated .ryogenic )torage tanks @.M. 8ater (lants # prestigious order for @evelopment of 'eat ,xchangers for >ight .ombat #ircraft !>.#& (hase 4 II has been received from #eronautical @evelopment #gency, Bangalore. )ome of the #wards received for excellence in F@ include6 .I) #ward for F@ achievement in /007409. P"he .helikani #tchuta ao Memorial #wardQ from C#(..I for individual achievement in F@ effort in /00< !Mr. B.).V. (rasad&. >. ANCI&&ARISATION B'(V has developed around a do+en ancillary industries in its vicinity to cater to its re3uirements. #part from offering sufficient work load to these industrial units, B'(V has been assigning work to a number of small sector industries. B'(V provides material , transportation and inspection services to the #ncillaries to help them rise to its 3uality re3uirements. 1=. PRESENT STREN$THS %roup .ompany of Bharat 'eavy ,lectricals >imited, a navaratna ()G ,xcellent @esign F ,ngineering capabilities . )tate 5of 5the 5 #rt Manufacturing facilities . #ccomplished image as a supplier of Kuality (roducts . 'igh degree of customer confidence . "echnological tie4up arrangements . 8ell trained and 3ualified work force and ,ngineers. )ound work culture F harmonious Industrial elations. ,xtensive computeri+ation. THEORETICAL FRAMEWORK RECRUIT%ENTAND SE&ECTION RECRUIT%ENT AND SE&ECTION ecruitment 4 searching for and attracting candidates 4 external or internal 5 for job vacancies. $ew people are found and brought into the organi+ation. "his involves communicating with actual or potential job seekers, motivating them to apply and persuading candidates that they really want to come and work for the firm. "he objectives are to attract candidates of the right 3uality in the right number. .ompetition and inertia exist in a labor market. Many candidates must decide to leave their present jobA the best may not be looking for a job change. 8ith high employment !labor shortage&, good candidates may be scarce. .onversely where there is high employment, some good candidates may be reluctant to move from the4situation4they4know into the4situation4they donBt4know. ecruitment occurs across all occupations from school and college leavers to the unskilled and semi4skilled, to technologically oriented staff and successful senior managers. "he police service, forces and even judiciary have recruitment problems and systems. S,+a,!01 R1+/0,m*, R=0>. "he recruitment landscape has changed dramatically over recent years with the advent of new technologies, increased business expectations of ' and a shift towards a candidate driven market. "he 'udson Strat57i6 R56r2it354t R5<i5: provides organisations with a way to evaluate their recruitment capability and assess their ability to meet current and future hiring needs of the organisation. By providing objective insight into your current recruitment model, processes and technology and benchmarking your current outcomes against Bbest practiceB standards, we can identify improved models for your consideration. W-a, "o. 0, 0*1l/"D "he review is tailored to your uni3ue needs and can cover the following6 • @irect and indirect recruitment costs • ,mployee value proposition • 8orkforce planning • "alent ac3uisition strategies • #ssessment and selection • )upplier management • .andidate relationship management • Internal mobility • "alent pool development and maintenance • -n boarding • ecruitment methodology and technologies • "emp=.ontractor management and utilisation R56r2it354t a6ti<ity has a4 595354t of: 1.P2.9i6 R59atio4s: "he organi+ation opens its doors to job seekers and hence the outside world. .ertain organi+ation development, marketing, promotional and 3uality aspects take recruitment activity beyond being just a maintenance process. )trategic policy 3uestions are raised. "he organi+ation in communicating to recruits and potential recruits wishes to present itself in the best possible light 4 as a virtuous, successful, worthy organi+ation. '+ C29t2r5 %ai4t54a465 A4d Po:5r6 "he processes of recruitment are enacted by the powerful. %ate keepers to the organi+ation select those they feel will notonly be competent but who are acceptable to the organi+ation 4 according to criteria, which are variously defined. "hey may recruit according to 1 )ome iconic vision of an *ideal type* for the organi+ation today. ' "heir own preferences and desires. "his could be called a *doppelganger effectQ.... they recruit in their own mirror image, with a slight BphaseB difference but nonetheless as a clone or doppelganger. ( )ome notion of proper and perhaps ethically guided belief. S5956tio4 - a 9att5r sta75 of r56r2it354t. It i4<o9<5s 6hoosi47 / .ompetent and 3ualified applicants suited to the job. 7 $ew members of the organi+ation S5956tio4 %5thods "he prescriptions, the *how4to do4its* of selection, are problem4solving strategies !heuristics of general and specific scope& which, taken as a cocktail,may narrow down the selection decision and increase the chances of choosing the *right* candidate although probably *best available* is a better term. • )election methods range across • Interviews 4 the most popular and hence the skills of interviewing are important • eferences • #nalysis of candidate career=life data • ,valuation of candidate behaviour= performance in group activities • 8ork attachments=experience !trial periods& • )kill testing with task=work simulations e.g. typing, computer programming, brick4laying and candidates making presentations etc • Inowledge, aptitude and psycho4metric tests of various facets of know4how, intelligence and personality • %raphologyS )election is a social, interactive activity and skill development and the textbooks recommend the use of structured and tested methods to secure objectivity, reliability and reduced risk and uncertainty. RECRUIT%ENT AND SE&ECTION %ETHODS ecruitment, assessment and selection are the three key steps for hiring employees. -f these, recruitment and selection are typically the most challenging for employers. "he keys to finding the right candidates at the right time and hiring them are being strategic and thinking about the organi+ationBs future. EBt5r4a9 R56r2it354t %5thods /. @evelop relationships with guidance and career counselors at colleges and universities and ask for help in recruiting for open positions. each out to professional organi+ations that are in line with the organi+ationBs mission, and ask to them to list open positions in their newsletters and emails to members. -rgani+ations with financial resources should consider working with a recruitment firm, especially if the position is at a higher level or re3uires a specific skill or type of experience. I4t5r4a9 R56r2it354t %5thods 7. Be clear about the skills and experience an applicant must possess. (ost an open position internally first to assess whether there are 3ualified candidates within the organi+ation. .onsider interns, volunteers, temporary workers or consultants who may have been working in a similar capacity to the open position. S5956tio4 %5thods once the applicant pool has been narrowed and candidates have been assessed, itBs time to make a selection decision. emember to think long4 term. Is the applicant 3ualified for the present job as well as future positionsE >ook for a candidate with solid experience and new ideas and a fresh perspective. 8eigh his or her willingness to learn. #lso, no matter the industry, market conditions inevitably will changeA select someone who not only can adapt, but also can flourish under those conditions. @onBt discount candidates who are making career changes. Cor example, someone with five years of corporate4sector experience can bring a strategic view to a nonprofit organi+ation, while someone from a nonprofit who has made the most with limited resources can bring a fresh approach to a corporation. Be sure to consider other needs such as diversity, and to follow the guidelines of the ,3ual ,mployment -pportunity .ommission. #ACTORS "he recruitment function of the organi+ations is affected and governed by a mix of various internal and external forces. "he internal forces or factors are the factors that can be controlled by the organi+ation. #nd the external factors are those factors which cannot be controlled by the organi+ation. "he i4t5r4a9 a4d 5Bt5r4a9 for65s aff56ti47 r56r2it354t function of an organisation are R56r2it354t "s S5956tio4 Both recrut!e"t a"# $electo" are the two phases of the employment process. "he differences between the two are6 1. "he recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation 8',,#) selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. '. "he basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation (. ecruitment is a positive process i.e. encouraging more and more employees to apply 8',,#) selection is a negative process as it involves rejection of the unsuitable candidates. /. ecruitment is concerned with tapping the sources of human resources 8',,#) selection is concerned with selecting the most suitable candidate through various interviews and tests. 0. "here is no contract of recruitment established in recruitment 8',,#) selection results in a contract of service between the employer and the selected employee. R56r2it354t Pra6ti65 <s. Th5ory #cademically, recruitment activity is treated more as experience4 based knowledge about practice than as a body of theory. "here is a vacancyA an entirely new job or someone leaves the organi+ation. 8e are short of a brain and a pair of hands. It is functionally necessity to fill the post. #s to how best to fill the job !decision4making&, its demands need to be understood and a skilled, systematic approach is needed for this *personnel* task. "he literature on recruitment tends to give more space to selection processes than the wider practices of recruitment !systems F procedures for job definition, advertising, short4listing and overall administration of selection&. Ho: to do it :: %uidelines !prescriptions& on *best approaches* typically recommend / .ommon, logical se3uences to follow when recruiting 7 Methods for evaluating job re3uirements 9 )kills and understandings associated with processes of selection e.g. for traditional interviews. : Curther methods=techni3ues for ascertaining candidate suitability. "hese may even substitute for the interview and include tests of ability, aptitude and intelligence ; (olicy frameworks to satisfy the legal side of the recruitment problem A Syst53s A88roa6h <s. I5 Syst53ati6I #nalysis of the inputs, processes and outputs and environmental contexts of recruitment and selection systems helps us to understand the strengths and weaknesses of the propositions of *take a systematic approach* prescriptions. %enerally these prescriptions recommend that If those doing recruitment and selection take systematic care, use the right methods and apply specific expertise, giving attention to detail, then they will make more reliable selection decisions. "his is sensible enough 4 but proof is difficult. "he aim is to maximi+e "he validity of decision making criteria and testing methods "he reliability !predictability& of methods and decisions with due attention to utility !cost&. Ho:5<5r a syst53s a88roa6h r5?2ir5s d5fi4itio4 of "he purposes, elements and relationships of the system under study #n understanding of the inputs, processing mechanisms and outputs of the system. emember that recruitment and selection systems are open systems, which interact with its environment !other systems& and thus need to be adaptive. "hey are subject to human frailty. "hey are a lost political, value4based systems R56r2it354t a4d S5956tio4 Sta75s 'aving a recruitment policy !defined procedure& in a large organi+ation guides managerial action. )uch a policy usually reflects the prescriptions of the literature on recruitment which themselves form an implementation checklist covering e.g. use of interviews of given se3uence and composition, adoption of educational 3ualification standards, use of limited sources for recruits, strict regulation of references and candidate vetting, use of a psychometric test etc. "he steps form a heuristic 4 a general, sensible chart with which to navigate the recruitment ma+e. )tandardi+ation serves to reduce risk and share experience. In a bureaucratic framework it circumscribes discretion and behavior of decision4makers in the organi+ation. Ty8i6a9 sta75s of r56r2it354t a4d s5956tio4 6a4 .5 s233ariJ5d as: Sta75 ,hat is i4<o9<5dK 1 R5s8o4s5 to <a6a46y • Vacancy arises. Impact on staffing planE Nob re4design, re4shuffleE • (ermission to recruit=replaceE • ,xit interviewsE ' !o. a4a9ysis • @o participants in the process understand the postE • 8hat are the priorities demands, competences re3uiredE #naly+e the job. • (roduce=up4date job description, personnel specification. • @efine target groups 4 where are they and what will attract them to applyE ( E389oy354t t5r3s • @efine the terms and conditions of employment. • #gree the rewards package internally. • #nticipate anomalous relationships with other jobs. • ,3ual opportunitiesE / Co3324i6at5 "a6a46y • 8here will we get our candidates from !sources&E • )hould the vacancy be offered openlyE • Is there scope for internal promotions and job transfersE Inock4on effectsE • ,xternal sourcing. @IL and=or use agenciesE .onfidentialityE • @etermine budgets and placement schedules. • (repare copy and place. #dvertising 4 standardsE 0 Pro65ss a889i6atio4s • Is the administrative machine ready to respond to applicationsE Is job documentation for candidates preparedE • >og applications=.Vs. .ompare each with personnel profile • Collow4up on references=security clearances • @ecide on=organi+e recruitment programme. 8ho, when !meetings, appointments&, where !on4site, off4site&. • )hort4list and invite candidates to selection activity • .ourteous rejections of candidates 1 Carry o2t s5956tio4 8ro7ra335 • -rgani+e candidate accommodation, .ookBs tour and arrangements for testing • Brief reception staff. • Cinali+e selector briefing =training and interviewer preparation=strategy • Implement selection programme6 conduct interviews, exercises, tests • eview candidate data and make selection @ %a;5 Eo. off5r*s+ a4d fi4a9iJ5 6o4tra6t • #dvise unsuccessful candidates of rejection or stand4by • (rocess job acceptances • .omplete reference investigations • .onfirm terms and conditions of employment • .onfirm arrangements for job start • @esign new starter induction programme A E<a92at5 5ff56ti<545ss of • ecruitment process and methods. Validity, reliability and utilityE • "he recruitment service 4 internal or external agency. 8ere all the costs necessaryE • "he selection decisions. Is the new employee really suitableE If not how was the selection process at faultE R56r2it354t a4d !o. A4a9ysis ecruiters obviously need to comprehend job re3uirements fully thus methods of job analysis are needed. Nob analysis and exit interview can confirm the nature and contribution of the job role, which may often turn out to be more complex than originally thought. Information from job analysis, and sources such as exit interviews, can help to restructure the job and resolve potential difficultiesA )cope and authority Nob demands !over load, under load&,choices and constraints #mbiguities and uncertainty .omplexity and technical challenge Incompatibility !person4job4organi+ation& .onflict and stress 8e can identify needs for supervisory support and developmental opportunity etc. Nob re4design is an organi+ational re4structuring activity. • # job description can be prepared 4 what needs to be done in the job 4 a definition of the main responsibilities and tasks=priorities. "his is useful for recruiters and applicants. • -nce we understand the job we can specify the attributes !education, skills, experience, and competencies& re3uired of a person who is likely to do the job successfully 4 a person profile 4 modelling those candidates most likely to be successful in the job. !o. a4a9ysis 7545rat5s • Nob prospectus information needed by applicants. • 8e will generate a recruitment campaign that will attract suitable candidates !inclusive of job advertising&. • Better understanding of how applications received must be handled =processed to evaluate candidates !candidate4to4candidate and candidate4to4job& and produce an initial short4list to invite for interview. • Better information so that selection decisions as objectively as possible. It is known to be prone to unhelpful subjectivity, stereotyping and premature judgments. "he soundness of decisions can be readily undermined by the perceptions, attitudes and values, arrogance and ignorance !vis a vis the job& of selectors. • # better understanding of what selection methods 5 interviews, tests etc might serve as valid, reliable and useful !utility& tests for different types of jobs=staff. • .lear decision4making criteria for selectors to use. )uch criteria must be r595<a4t D<a9id for 85rfor3a465 of th5 Eo. i4 ?25stio4 otherwise forms of discrimination may creep in running counter to e3ual opportunities statutes. Th5 Dis6ri3i4atio4 Tra8 8ithout proper definition of job re3uirements, performance criteria and competences re3uired, recruiters might fall into the trap of selecting on the basis of false assumptions. Managers involved in recruitment can be very smug. "hey think they understand the job and its re3uirements but too fre3uently apply stereotypical views about *the ideal candidate*. )ometimes they havenBt even thought of a candidate profile at all but merely go on some personal whim of their own. "he outcome may be that a poor fit between the job and the capacity of a new starter. "hey may be too good for the job, not capable of doing it or simply the job is ill suited to their needs and interests. It is not uncommon for someone to start work and leave within the first week saying *this is not the job I expected*. 8e must not forget that recruitment and selection involves dis6ri3i4ati47 .5t:554 85o895 *a889i6a4ts+. But is the discrimination fair 4 ethically and at law !not necessarily the same thingS&. ecruiters have social responsibilities in relation to !e3ual opportunities& and see also e3ual opportunities 3uestionnaire ,5 3ay :: Behave prejudicially !often we are blind to our own behavior& )imply make false assumptions about job re3uirements. 8e may apply invalid, irrelevant criteria which applicants from, say, female or particular ethnic groups, are less able to satisfy. R56r2it354t a4d I4for3atio4 Pro65ssi47 @ata processing is costly. (rocessing applications and dealing with applicants involves a lot of work. It is no wonder that busy line managers need a recruitment service section to co4ordinate the burden for them. Pro65ssi47 A889i6atio4s:: 8e can decide to receive applications for vacancies in a number of ways each with good and bad points. .ompletion of a standard application form 4 likely to have a covering letter )ubmitting a curriculum vitae with a covering letter -n spec. "elephone applications leading to invitations to an interview -n spec. In3uiries where applicants turn up at the workplace or to a recruitment centre !job shop& adjacent to it #pplication via an agency 4 where the candidate may already be on the agencyBs books 'ead4hunting by an agency 4 candidates may again be on the agencyBs books Internal vacancy notification 4 circulated or put on notice boards across the company. Internal candidates may apply. )ome applications may not seem like applications 4 no application form will be filled inS If we are recruiting from a network, for a senior management post say, we may not even use an application form. 8e would merely invite the candidate in to dine with us. 8e have to persuade them to give up a good job and join our venture. "he interview becomes a *mutually beneficial discussion* In other situations a telephone contact may be the appropriate initial interview e.g. when advertising for a telesales person. (oor applicants can be tested immediately. 'owever for most jobs an initial meeting with the candidate is essential at which spoken, presentational and practical skills can be tested. Th5 a889i6atio4 for3 as a t5st:: "he application form re3uires ability to fill it in. It is a test of hand writing, literacy and meticulousness. "he content must be composed. Kuestions may be asked which re3uire an explanatory narrative. ,ven for manual work situations the recruiter must know that the candidate has filled out the application form personally and not a third party !their mum or spouse&. If another unknown person has completed it 4 what additional test will the recruiter use to ascertain if the candidate can read and writeE Is this a job re3uirement e.g. for health and safety purposesE A R56r2it354t I4for3atio4 Syst53:: (rocessing applications involves data capture, storage, processing !updating, sorting, ranking, evaluating, verifying against reference data such as the job criteria, summari+ing&, outputting results into the next processing stage and communicating results to various system users and back to candidates. ,5 :i99 .5 i4<o9<5d i4: A Eo. fi95 .reating a job file containing all job information . .opies of some of the contents of be sent to candidates in an applicantBs pack. "his file will contain the job analysis documents, details of anticipated terms and conditions of employment etc. .opies of job advertisements etc. Information may be stored relating to numbers of applications from different sources and other costs associated with filling the vacancy. 8e may use such data to evaluate the effectiveness of the recruitment campaign. A4 a889i6a4t fi95 a4d th5 9if5 history of a4 a889i6a4t:: "o store the details of applicants, an applicant may6 Begin as an in3uirer Make a formal application Be short4listed Invited for interview 8ithdraw at any stage #ttend for a test Make an expenses claim Be paid an expenses claim Be accepted for the next stage Be rejected Be placed on a waiting list Made a job offer #ccept a job offer 'ave agreed terms and conditions of employment )tart work as an employee at which time their application details become part if their employee record. #ll applicants are *work in progress* whose details need to be up4dated from time to time. 8e can see the value 4 in a large firm or system. -nce the details of a job vacancy are recorded, applicants can be linked to the job. (ersonal details of applicants are available to be merged with any letters !some of which will be pro forma& that are sent to applicants as they progress through each stage of recruitment. ,very transaction that an applicant makes with the system or the system makes with an applicant can be recorded. Gsually this will mean merely up4dating the current record. Crom the system databases we can extract summaries of expenses and costs. 8e can list all applicants by jobs that are in processing. 8e store details of all applicants who were entered onto the system. 8e have to read=analy+e all applications and compare these against job selection criteria. ecruitment decisions involve discrimination. )ome organi+ations that receive thousands of applicants may use a formula approach to reject candidates. "he formula approach will be based on essential job criteria e.g. education and job experience. -nly those candidates who satisfy the essential !relevant but high level& re3uirements of the firm will be invited for interview. $onetheless the basic application details of all candidates will be captured on computer 4 name, address, job applied for, age, sex, basic 3ualifications, relevant experience etc. "he application forms may themselves be stored as microfiche images. In this way the organi+ation will be able to look up any applicant 4 if a claim for discrimination is made 4 and show that the decision to reject was based upon relevant job information. #or3 95tt5rs a4d %ai9 35r75. Corm letters are needed. "hese may include6 #cknowledgement of application and we will be in touch !or otherwise& Invitation to e.g. interview with travel and accommodation details etc >etters of thanks and rejection with expenses paid >etters of hold, *we are interested in you but are seeing those on our primary short4list first*. >etters=3uestionnaires re3uesting a reference >etters of job offer with attachments detailing the terms and conditions of employment including information on company codes of conduct and benefits etc. 8ithout a computeri+ed system all would need typing and photocopying. ,ven with a computeri+ed system we still need letter4 head paper, an office environment, the recruitment processing application software with its databases and integrated word processing, an administrator, an envelope and stamp, a possible telephone follow4up, filing or storing on disk and data back4up facilities. .omputeri+ed data capture is costly but it can save time. It routinises correspondence which can be voluminous. It is only needed if you are recruiting hundreds of people a year !more than two per weekE&. "he aim is to cost unit clerical processing costs and ensures that data on job vacancies, applications and job offers=acceptances is easily accessible and helpful to management co4ordination of the recruitment procedure RECRUIT%ENT PROCEDURE IN HP" Pro65d2r5 for ad<5rtis5354t: In respect of posts to be filled by open advertisement will be issued in the leading newspaper in the local area or national basis employment news published by government 8ith the following guidelines6 • "he layout of the advertisement should be in the prescribed form • "he job title ,job summary, education=technical 3ualification ,experiend re3uired=desired should indicated • Gpper age limits and special relaxation, • )hould be specified the payscals and allower per3uisites admissible and number of posts are to mentioned • "he mention about the application should be through proper channel where the applicant is working iin, government=semi government organi+ation public sector enterprises, utonoums bodies or too authority or any undertaking in the public sector ELI3IBLITY OF INTERNAL CANDITATES: Internal candidates possessing the re3uisite 3ualification, experience etc. are eligible to apply an be considered on e3ual merits along with others posts at induction levels sought to be filled front the open market or through any other source provided that they have not been considered and rejected for a similar position of the company in course of one year preceding the previous year. "ERI#ICATION O# DATE O# IRTH: "he age an applicant will be determined with regard to the following documents6 If he is educated the date of birth as recorded inmatriculation=ssc or school leaving certificates If he is not educated an extract from birth register of municipality or such authority or baptismal certificate "he other cases determined of companyDs medical officer # candidate is considered for appointment only if his age, according to matriculation=sslc=higher secondary certificate or birth certificate issued by the concerned authorities is /1 years and above but below ;2 years which is the upper age limit.however the managing director may at this discripton relax the age in exceptoional cases THE SE&ECTION PROCESS S5tti47 28 a S5956tio4 Co33itt55 #s the .hair you are re3uired to set up a )election .ommittee comprising6 • @ean of the Caculty as chair for >evels . F @ !may be delegated to 'ead of )chool or nominee for >evels # F B and esearch #cademic positions& • two other members of the )chool • the 'ead of )chool or nominee • one member from outside the )chool !a member of academic staff at e3uivalent or higher level from another )chool& #t least one female and one male must be on the committee to provide gender balance. "he issue of diversity should also be considered in establishing the committee. If the appointment is to a clinical or para4clinical department in a teaching hospital it is usual to co4opt the chairperson of the 'ospitalDs appointments committee or nominee. "he selection committee should not include any person who has a close personal relationship with an applicant. If that member of the committee is the most appropriate, they are re3uired at the outset to declare their relationship to the applicant. )earch and )creen committees are re3uired for (rofessor >evel , appointments. Lou may choose to establish a )earch and )creen committee and to assist you with this process please refer "he )earch #nd )creen .ommittee. R5s8o4si.i9iti5s of th5 Chair a4d S5956tio4 Co33itt55 • "o read and sign the B)tatement of .onfidentialityB form. • "o maintain confidentiality at all times. #ll proceedings related to the selection and appointment of staff is strictly confidential. #ccess to all papers, including applications, is to be limited to members of the selection committee and the committeeBs secretary. • @eliberations and decisions of the committee must not be discussed outside the committee without the specific authority of the .hair. If applicants make 3ueries as to the progress of the selection process, or the deliberations of the panel, their 3ueries should be referred to the .hair for response. • "o agree on selection techni3ues, weighting of criteria, interview 3uestions or other evaluation tools prior to interviews to ensure all applicants are treated in an e3uitable manner. • "o structure interviews and other exercises consistently. • "o provide feedback to applicants. #ll applicants are entitled to receive feedback from the selection committee once they have been formally notified of the outcome. ,ither the .hair or previously agreed upon committee member must respond to such re3uests in a timely manner. • "o ensure the process is completed within a reasonable timeframe. Th5 Ass5ss354t Pro65ss O49y O45 A889i6atio4 is R565i<5d #or a4 Ad<5rtis5d "a6a46y:: It is a re3uirement that a )election (anel is convened to assess the application against the criteria outlined in the position description and a decision made as a panel as to the suitability of the applicant. If all panel members are unanimous that the applicant meets all the re3uirements of the role, recourse to interview is not re3uired. "he process must be clearly outlined in the selection report provided to 'uman esources. Short &isti47:: #ssessing the written applications is the first step in identifying competitive applicants for further assessment. #ll committee members are to be involved in the short4listing process. #s .hair, you need to ascertain, for internally advertised positions, the applicantDs employment status at G8# before sending the applications, together with the )tatement of .onfidentiality, to all members of the )election .ommittee for independent short listing. )et up a full committee meeting to jointly rank the applicants against the criteria to determine an initial short list according to an agreed rating scale !see #ppendix /& and document the results. 8hen you and the )election .ommittee are reading the applications6 • "hink about the environment in which the position functions • "ranslate the claims made by applicants into this context • .onsider whether the experience described demonstrate the applicantBs understanding of the re3uirements of the position • #ssess the level of their formal skill and understanding It is helpful to assess the written applications against a matrix !refer attached&. -nly applicants considered competitive for the position need to be interviewed. ,nsure short listed applicants have signed the (rivacy #uthori+ation and if not contact them to get authori+ation. )eek refereesD reports for all short4listed candidates including from members of the .ommittee who have been approached to act as a referee for one or more of the short listed applicants. (roviding a report before the applicantDs performance at interview is considered a way of minimi+ing bias and maintaining transparency of decision making. #dvise non4short listed I$",$#> applicants of their performance relative to the criteria and the reasons for not granting an interview. @ocument the short4listing process and outcomes. eturn all non4short listed applications to ' )ervices, 'uman esources by hand so they can prepare and send Tregret to adviseD letters. CHAPTER-4 DATA ANALYSIS AND INTERPRETATION TABLE NO.1 IDENTIFICATION OF RECRUITMENT NEEDS : S.NO IDENTIFICTION OF RECRUITMENT NEEDS NO.OF RESPONDENTS PERCENTAGE 1 While planning about human resources 20 20% 2 When there is a vacancy 25 25% 3 While expansion of organization 30 30% 4 Depening upon the present strategies of the organization 25 25% TOTAL 100 100% GRAPH NO.1 Interprett!"n: !ccoring to the above chart of employees say that recruitment nee is ientifie "hile planning about human resource# "hen there is a vacancy an "hile expansion of organization $ TABLE NO.# PRO$ISIONS FOR TRA$ELLING ALLO%ANCE TO MOTI$ATE CANDIDATES ATTENDING INTER$IE% FROM DISTANT PLACES. S.N O Pr"&!'!"n' ("r Tr&e))!n* A))"+n,e t" M"t!&te Cn-!-te' Atten-!n* Inter&!e+ (r". D!'tnt P),e'. N". O( Re'p"n-ent' Per,ent*e 1 %&' 100 100% 2 () TOTAL 100 100% GRAPH NO.# Interprett!"n: intervie" from istant places$ TABLE NO / 0 1UALIFICATIONS THE ORGANIZATIONS LOO2S %HILE RECRUITING APPLICANTS S.N" 13)!(!,t!"n' t4e Or*n!5t!"n )""6' +4!)e Re,r3!t!n* App)!,nt' N". "( Re'p"n-ent' Per,ent*e 1 *oo communication 10 10% 2 '+ills 10 10% 3 !ttitues 55 55% 4 ,onest an pleasant personality 15 15% 5 stuy bac+ groun 10 10% TOTAL 100 100% GRAPH NO.0 -Interprett!"n: #ccording to the above chart ;;R of respondents say attitude and good communication skills, /2R of respondents say study background and /2R of respondents say skills are re3uired for recruiting applicants. TABLE NO.4 DOES THE ORGANISATION USE T7 ATTRACT E8TERNAL CANDIDATES S.NO D"e' t4e Or*n!5t!"n 3'e T" ttr,t E9tern) Cn-!-te' NO.OF RESPONDENTS PERCENTAGE 1 !vertising 20 20% 2 .resent employees references 25 25% 3 /ecommenation from various sources 10 10% 4 !ll 45 45% TOTAL 100 100% GRAPH NO.4 Interprett!"n: !ccoring to the above chart 100% of responents say avertising# present employee0s reference an recommenations from various sources are use by 123 to attract external caniates$ TABLE NO.: CONDUCTING THE PRELIMINARY INTER$IE%S S.NO C"n-3,t!n* T4e Pre)!.!nr; Inter&!e+' NO.OF RESPONDENTS PERCENTAGE 1 ,/D manager 45 45% 2 5echnical persons 25 25% TOTAL 100 100% GRAPH NO. : Interprett!"n: !ccoring to the above chart 50% of responents say ,/D manager conucts preliminary intervie"s an other 50% of responents say technical person conucts preliminary intervie"s$ TABLE NO.< FRE1UENCY DONE RECRUITMENT AND SELECTION S.NO FRE1UENCY DONE RECRUITMENT = SELECTION NO. OF RESPONSEDENTS 1 )(& W&&6 2 273 W&&6 3 )(& 8)(5, 4 9!'&D )( /&1/:;58&(5 TOTAL GRAPH NO.< Interprett!"n: !ccoring to the above chart 100% of responents say that base on recruitment# the recruitment < selection process is conucte$ TABLE NO.> TYPE OF INTER$IE%S CONDUCTED S.NO TYPE OF INTER$IE%S CONDUCTED NO. OF RESPONDENTS PERCENTAGE 1 Written examination 25 25% 2 *roup iscussions 30 30% 3 .reliminary intervie" 45 45% TOTAL 100 100% GRAPH N". > Interprett!"n: #ccording to the above chart /22R of respondents say written examination, group discussion and preliminary interviews are conducted in .C>. TABLE NO.? CRUCIAL LE$EL IN RECRUITMENT AND SELECTION PROCESS S.N" Cr3,!) )e&e) In re,r3!t.ent n- Se)e,t!"n Pr",e'' N". O( Re'p"n-ent' Per,ent*e 1 &xecutive level 30 30% 2 'upervisory level 20 20% 3 'taff level 40 40% 4 !ll the above 10 10% TOTAL 100 100% GRAPH NO / ? Interprett!"n: !ccoring to the above chart 100% of responents say crucial level in recruitment an selection process is one by executive level# supervisory level an staff level$ TABLE NO / @ INFORMING THE CANDIDATE ABOUT THE DESIGNATION AND SALARY OFFERED S.N" In("r.!n* t4e ,n-!-te A"3t t4e -e'!*nt!"n n- ')r; "((ere- N". O( re'p"n-ent' Per,ent*e 1 ,/D manager 2 ,/ hea 100 100% T"t) 100 100% GRAPH NO @ Interprett!"n: #ccording to the above chart /22R of respondents say ' head will inform the candidate about the designation and salary offered. TA&E NO F 1= DE"E&OPIN$ THE RE&ATIONSHIP ET,EEN ECISTIN$ E%P&OYEE AND NE,&Y RECRUITED S.N" De&e)"p!n* N". "( Re'p"n-ent' Per,ent*e 1 5raining 25 25% 2 ;nuction 55 55% 3 )thers 20 20% TOTAL 100 100% GRAPH NO / 17 Interprett!"n: #ccording to the above chart /22R of respondents say induction will develop the relationship between existing employee and newly recruited. TABLE NO- 11 SATISFACTIN OF THE EMPLOYEES REGARDING E8ISTING RECRUITMENT AND SELECTION PROCESS S.N" St!'(,t!"n O( T4e E.p)";ee' Re*r-!n* E9!'t!n* Re,r3!t.ent An- Se)e,t!"n Pr",e'' N". O( Re'p"n-ent' Per,ent*e 1 %es 40 40% 2 (o 30 30% 5otal 100 100% GRAPH NO / 11 Interprett!"n: !ccoring to the above chart 100% of responents say that they are not satisfie "ith the existing recruitment an selection process$ CHAPTER-5 CONC&USION Bharat 'eavy (late F Vessel >imited is a public company which was incorporated in the year /0<< and its production was started in the year /0<1 with a capital investment of /?.; crores and presently its turnover is around /21 crores. ecruitment and selection at bhpv is being given much importance and is followed in a systematic and preplanned way. "he following are suggestions offered to the management for improving effectiveness of recruitment and selection programmes SU%%ARY AND SU$$ESTIONS SUMMARY OF THE STUDY "he information collected from the sample si+e of 72 respondents the following findings are ascertained from the above analysis F interpretation Most of the respondents have completed /249; years of service in the organisation and are post graduates and have good educational background. Majority of the respondents are assistant mangers, )r. officers and @y. Managers. Majority of the respondents are satisfied with the recruitment programmes conducted. #ll the respondents felt that there is an improvement in the work area after completion of recruitment #ll the respondents agreed to the fact that improves their skill F knowledge recruitment and also supports their future personal re3uirements. Most of the respondents recommended more number of recruitment programmes which would be helpful in their work area and which improves their efficiency. SU$$ESTIONS: /. B'(V can conduct campus interviews to get potential candidates to the organi+ation. 7. @epending upon the job description B'(V can take graduates. 9. B'(V can motivate internal employees with promotions and good increments. :. B'(V can recruit and select fresh candidates depending upon their skills and knowledge. )o that they can get chance to prove them. ;. )ome online methods should be adopted to satisfaction of the employees regarding existing recruitment and selection process. BIBLIOGRAPHY 'uman esource Management F Industrial elations 4 MI)'# 'uman esource and (ersonnel Management 4 .'#$@# ),I'# ecords and eports of B'(V :::..h8<9.6o3D 13e't!"nn!re /. ,o" i you ientify the recruitment nee in the organization= a> While planning about ,/ b> When there is vacancy c> While expansion of the organization > Depening upon the present strategies of the organization e> !ll the above 7. What is the metho of intervie" conucte in your organization= a> Wal+7in b> telephonic c> ;nternet > )thers 9. Does the organization provie any travelling allo"ance to motivate caniates attening the intervie" from istant places= a> %es b> (o :. Does the organization appoint any representatives "ho ma+e the people +no" about the vacancies in the organization= a> %es b> (o ;. What is the ?ualification that the organization loo+s for "hile recruiting the applicants= a> *oo communication s+ills b> !ttitue c> ,onest an pleasant to "or+ "ith > "ith s+ills re?uire e> 'tuy bac+groun @$ What oes the organization use to attract external caniates= a& !vertising b& .resent employees reference c& /ecommenation from various sources d& !ll 4$ )n "hat basis the organization scrutinizes the applicants= a& 9ase on information in application forms b& 9ase on age# ?ualification< experience c& !ll A$ Who conucts the preliminary intervie"s in your organization= a& ,/D manager b> 5echnical persons B$ Who conucts the final intervie"s in your organization= a& ,/D manager b> 1oncerne hea of the ept$ c> *eneral 8anager > !ll 10$ ,o" fre?uently is the selection an recruitment one= a& )ne "ee+ b> 273 "ee+s c> )ne month > base on re?uirement 11$ What type of intervie"s is conucte in the organization= a> Written examinations b> *roup iscussions c> .reliminary intervie" > !ll the above 12$ !t "hat level o you thin+ the recruitment an selection process is more crucial= a> &xecutive level b> 'upervisory level c> 'taff level > !ll the above 13$ !fter selection of caniates "ho "ill inform him about the esignation < salary offere= a& ,/ hea b> )thers 14$,o" oes the organization evelop the relationship bet"een existing employee an ne"ly recruite= a> 5raining b> ;nuction c> )thers 15$!re you satisfie "ith existing recruitment an selection process= a& &xcellent b> *oo c> 'atisfactory