RECRUITMENT AND SELECTION PROCEDURE IN PSUs (EXECUTIVES)

TABLE OF CONTENTS
COMPANY PROFILE BHEL-An Overview NTPC-An Overview IOC-An Overview INTRODUCTION Recruitment, importance of recruitment, Process of recruitment, sources of recruitment, Selection, process of selection OBJECTIVE IMPORTANCE OF THE STUDY RESEARCH METHODOLGY Sample size, Analysis pattern, data collection method BHEL- RECRUITING & SELECTION Objectives, process etc. NTPC-RECRUITING & SELECTION Details of recruitment and selections IOC-RECRUITING & SELECTION Details of recruitment and selections INFERENCES & INTERPRETATIONS In-depth comparison of the three firms, tables Analysis, interpretations. ANEXUIRRE Questionnaire APPENDICES Bibliography

COMPANY PROFILES

BHEL-AN OVERVIEW

Bharat Heavy Electricals Limited (BHEL) is a Public Sector Giant of Navratna status. It meets the need of a variety of infra-structural sectors like Power Generation, Transmission & Distribution, Transportation, Traction Electricals & Controls, Telecommunications and various basic industries. BHEL is the largest engineering and manufacturing enterprise in India in the energy related / infrastructure sector today. It is one of its kinds in India that has been the market leader in its core business area. BHEL is one of the leading international companies in the field of power equipment manufacture. The first plant of BHEL was set up at Bhopal in 1956, which signalled the dawn of the Heavy Electrical Industries in India. In the early sixties, three major plants were set up at Haridwar, Hyderabad & Tiruchirappalli that form the core of the diversified product range, systems and services that BHEL offers today. Thus, BHEL, set up to bridge the gap between demand and supply of power generation, has developed capabilities in design, manufacture, supply, erection and commissioning of power plant equipment for thermal, hydro and nuclear power stations. BHEL manufactures over 180 products under 30 major product groups. Its products have established an enviable reputation of high quality and reliability. The quality and reliability of its products is due to the emphasis on design, engineering and manufacturing to international standards by acquiring and adapting some of the best technologies from leading companies in the world, together with technologies developed in its own R&D centers. BHEL caters to the core sectors of the Indian economy viz.
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power generation and transmission, industry, telecommunication, renewable energy, defence etc.

transportation,

The liberalisation of the power sector during 1991 had a significant impact on BHEL, which had been operating in a protected economy since inception. The company faced challenges of competing with international power equipments majors like Siemens, GE, ABB, etc. for obtaining orders. BHEL has a wide spread network comprising 14 divisions, 8 service centers, four power sectors regional centers, 18 regional offices, besides a large number of project sites spread all over India and abroad, enables BHEL to be close to its customers and cater to their specialized needs with total solution, efficiently and economically. An ISO 9000 certification has given the company international recognition for its commitment towards quality. Thus, it is one of the leading public sector companies. With an export presence in more than 50 countries, BHEL is truly Indias industrial ambassador to the world. In recognition of its record of consistent profitability over the years the government of India had conferred on its NAVRATNA status in 1997. Power Generation Power generation Sector comprises thermal, gas, hydro and nuclear power plant business. It posses the technology and capability to produce thermal sets with super critical parameters up to 1000 MW unit rating and gas turbine-generator sets of up to 240 MW unit rating. Co-generation and combined-cycle plants have been introduced to achieve higher plant efficiencies. To make efficient use of the high-ash content coal available in India, BHEL supplies circulating fluidized bed combustion boilers to both thermal and combine-cycle power plants. The power plant equipment manufactured by BHEL is based on contemporary technology comparable to the best in the world, and is also internationally competitive. The Company has proven expertise in Plant Performance Improvement through renovation modernization and up rating of a variety of power plant equipment, besides specialized know-how of residual life assessment, health, diagnostics and life extension of plants. Power Transmission and Distribution (T&D)
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BHEL offers wide-ranging products and systems for T&D applications. Products manufactures includes: Power Transformers Instrument transformer Dry type transformer Series-and shunt reactors Capacitor banks Vacuum and SF6 circuit breakers Gas insulated switchgear and insulator. Industries BHEL is a major contributor of equipment and systems to industries: cement, sugar, fertilizer, refineries, petrochemicals, paper, oil and gas, metallurgical and other process industries. The range of systems and equipments supplied includes: captive power plants, Co-generation plants, DG power plants industrial steam turbines, industrial boilers and auxiliaries, waste heat recovery boilers gas turbines, heat exchangers and electrostatic precipitators, fabric filters, reactors, fluidized bed combustion boilers, chemical recovery boilers and process controls. The company is a major producer of large size thyristor devices. It also supplies digital distributed control systems for process industries and control and instrumentation systems for power plant and industrial applications. BHEL is the only company in India with a capability to make simulators for power plants, defense and other applications. The company has commenced manufacture of large desalination plants to help augment the supply of drinking water to people.

National Thermal Power Corporation An Overview

NTPC Limited is the largest thermal power generating company of India. A public sector company, it was incorporated in the year 1975 to accelerate power development in the country as a wholly owned company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the company and the balance 10.5% is held by FIIs, Domestic Banks, Public and others. Recognizing its excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public Sector 'Navratnas'- a potential global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way to realize its vision of being "one of the world's largest and best power utilities, powering India's growth". NTPC's core business is engineering, construction and operation of power generating plants and also provides consultancy to power utilities in India and abroad. As on date the installed capacity of NTPC is 21,249 MW through its 13 coal based (16,980 MW), 7 gas based (3,955 MW) and 3 Joint Venture Projects (314 MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW). NTPC is also managing Badarpur thermal power station (705 MW) of Government of India.

NTPC has set new benchmarks for the power industry both in the area of power plant construction and operations. It is providing power at the cheapest average tariff in the country. With its experience and expertise in the power sector, NTPC is extending consultancy services to various organizations in the power business. NTPC has entered into a joint venture with Alstom, Germany for renovation and modernization of power plants in India. NTPC is committed to the environment, generating power at minimal environmental cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken massive afforestation in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The massive afforestation by NTPC in and around its Ramagundam Power station (2100 MW) has contributed reducing the temperature in the areas by about 3c. NTPC has also taken proactive steps for ash utilization. NTPC believes in achieving organizational excellence through continuous development of its human resources. Therefore, a comprehensive human resource strategy spanning activities preceding the pre-employment of personnel to the activities following their separation is in place. NTPC has created 18 project training centers, 2 simulator training centers and an apex institute called 'Power Management Institute' (PMI). While the project training centers have specialized in imparting technical skills and knowledge, PMI places emphasis on management development. A systematic Training Plan is in place, comprising level-wise planned interventions designed to groom people for assuming positions of higher responsibility, and specific need-based interventions designed after scientific Training Needs Analysis. NTPC has been making concerted efforts to build structures and processes that enable dissemination of knowledge and putting that knowledge to practical use. One such initiative is NTPC Open Competition for Executive Talent (NOCET), in which teams of executives compete annually through oral and written presentations on a theme chosen by the CMD. This year, the theme is "Communication: The Key to Managing Change". The event is an excellent source of capturing the knowledge of the employees, and has generated tremendous response.

Another developmental initiative is the Mentoring system which NTPC has introduced for the new recruits. Under this system, every executive trainee is associated with a senior employee of the Company to enable him to build their knowledge base and integrate them into NTPC's culture. A management journal called "Horizon' is published to enable the employees to share their ideas and experiences across the organization. As part of enhancing knowledge at senior levels, senior executives of the company are put through management development programs in reputed institutions like Administrative Staff College of India, the Management Development Institute. In order to systematically and scientifically diagnose the current and potential knowledge requirements of the employees with the objective of aiding their development in a planned and scientific manner, NTPC is institutionalizing development centers in the company. Through these centers, employees can learn their strengths and weaknesses and gain an understanding of gaps in their competencies. Organizational learning needs to be on a continuous basis. NTPC, therefore, has fora like Professional Circles and Quality Circles which provide employees learning opportunities on a continuous basis. Professional circles have been formed department-wise where employees of the department meet every fortnight to share their knowledge and experiences and discuss topical issues. In order to tap the latent talent among workmen and make use of their potential for creativity and innovation, Quality Circles were set up in all the departments of the power plants. As of now, over 250 Quality Circles are in operation in various units/offices of NTPC. NTPC has been laying emphasis on culture-enabling processes. For instance, with the objective of leveraging the emotional intelligence of the employees and for creating a positive and progressive organizational culture, attitudinal training was initiated. About 2000 executives have been put through attitudinal training programs.

Indian Oil Corporation An Overview

IndianOil Corporation Ltd. (IndianOil) was formed in 1964 through the merger of Indian Oil Company Ltd. (Estd. 1959) and Indian Refineries Ltd. (Estd. 1958). It is currently Indias largest company by sales with a turnover of Rs. 1,83,204 crore and profits of Rs. 4,915 crore for fiscal 2005. IndianOil is also the highest ranked Indian company in the Fortune Global 500 listing, at 170th position. It is also the 18th largest petroleum company in the world and the # 1 petroleum trading company among the national oil companies in the Asia-Pacific region. The IndianOil Group of companies owns and operates 10 of Indias 18 refineries with a combined refining capacity of 60.20 million tonnes per annum (1 million barrels per day). These include two refineries of subsidiary Chennai Petroleum Corporation Ltd. (CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited (BRPL). IndianOil owns and operates the countrys largest network of cross-country crude oil and product pipelines spanning nearly 9,000 kilometres, with a combined capacity of 60.42 MMTPA. IndianOil and its subsidiaries account for 56% petroleum products market share among public sector oil companies, 42% national refining capacity and 69% downstream pipeline throughput capacity. For the year 2005-06, IndianOil sold 49.61 million tonnes of petroleum products, including 2.09 million tonnes through exports.

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IndianOil is the country's largest commercial enterprise - also the first and only company to cross Rs. 1 lakh crore turnover - with a sales turnover of Rs. 1,19,848 crore (US$ 25.22 billion) and a net profit of Rs. 6,115 crore (US$ 1,287 million) for 2002-03. IndianOil is the sole Indian presence in Fortune's prestigious listing of the world's 500 largest corporations, having improved its ranking to 191 for fiscal 2002 from 226 the previous year, and is the 17th largest petroleum company in the world. It has been adjudged Second in petroleum trading among the 15 national oil companies in the AsiaPacific region, and is ranked 325th in the latest Forbes' listing of the 'Global 500' largest public companies. IndianOil operates under the aegis of the Ministry of Petroleum & Natural Gas (MOP&NG), Government of India, with the VISION to be a major diversified, transnational, integrated energy company, with national leadership and a strong environment conscience, playing a national role in oil security and public distribution.

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MISSION statement: To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of products and services and cost reduction. To maximize creation of wealth, value and satisfaction for the stakeholders. To attain leadership in developing, adopting and assimilating state-ofthe-art technology for competitive advantage. To provide technology and services through sustained Research and Development. To foster a culture of participation and innovation for employee growth and contribution. To cultivate high standards of business ethics and Total Quality Management for a strong corporate identity and brand equity. To help enrich quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.

Refining
IndianOil controls 10 of India's 18 refineries - at Digboi, Guwahati, Barauni, Koyali, Haldia, Mathura, Panipat, Chennai, Narimanam and Bongaigaon < IndianOil accounts for 41% of India's total refining capacity>.

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Pipelines
IndianOil owns and operates India's largest network of cross-country crude oil and product pipelines of 7,000 km, with a combined capacity of 43.45 MMTPA. IndianOil also operates two Single Buoy Mooring systems in the high seas off Vadinar coast in the Gulf of Kutch for receipt of crude oil. < IndianOil owns & operates 76% of India's downstream pipeline network.
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IndianOil reaches Indane brand cooking gas to the doorsteps of over 32 million households in over 1,985 markets through the country's largest network of 4,120 distributors. IndianOil reaches Indane brand cooking gas to the doorsteps of over 32 million households in over 1,985 markets through the country's largest network of 4,120 distributors. The country's leading SERVO brand lubricants from IndianOil, with over 42% market share and 450 grades, are sold through 8,034 retail outlets, over 1,300 SERVO Shops (right), and a countrywide network of bazaar traders. IndianOil has overseas offices in Sri Lanka, Dubai, Kuala Lumpur and Mauritius to coordinate business activities. It has also set up subsidiaries in Mauritius and Sri Lanka for implementing business expansion projects. SERVO lubricants are being exported to Dubai, Nepal, Bhutan, Kuwait, Malaysia, Bahrain, Indonesia, Sri Lanka, Kyrgyzstan, Mauritius, Bangladesh, etc. Linear Integration E&P: Focus on acquiring equity oil & gas in India and abroad, IndianOil was awarded two exploration blocks in Bombay Offshore and Ganga Valley

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under NELP-I (New Exploration Licensing Policy of the Government of India) in partnership with ONGC (Oil & Natural Gas Corporation Ltd). Another consortium of Indian companies partnered by IndianOil was awarded eight exploration blocks under NELP-II. The IndianOil-ONGC combine has also been awarded two blocks in the first round of bidding for exploration of coal bed methane. The combine has also pre-qualified by the National Iranian Oil Company and Kuwait Petroleum Corporation for developing oil fields in Iran and Kuwait respectively. LNG: IndianOil is one of the co-promoters of Petronet LNG Limited (PLL), set up to import and market LPG in India. IndianOil will market 2 MMTPA of LNG from PLL's terminals at Dahej and Kochi on the West Coast to be ready by the end of 2003. Petrochemicals: Projects are under implementation for production of paraxylene, purified terephthalic acid, butene-1, linear alkyl benzene, etc. IndianOil is also contemplating acquisition of existing petrochemical units for expanding product portfolio. Power: IndianOil Panipat Power Consortium Ltd., a joint venture with Marubeni Corporation of Japan, is setting up a 360 MW IGCC (Integrated Gas Combined Cycle) power project based on raw petroleum coke from IndianOil's Panipat Refinery.

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INTRODUCTION TO RECRUITMENT AND SELECTION

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INTRODUCTION
One of the main objectives of an organization is to obtain the right number and kinds of people, at the right places and at the right time, who are capable of performing tasks that will help the organization in achieving its objectives. Manpower planning is a strategy for: (A) Procurement (C) Allocation (B) Development; (D) Utilization of manpower resource of an organization.

RECRUITMENT:
Recruitment means listing of a number of candidates for any job in the organization so as to select the best person from among them. Recruitment follows manpower planning.

MANPOWER PLANNING

RECRUITMENT

A detailed survey of internal manpower resources of the organization will lead to an assessment of the deficit or surplus of personnel for different types of jobs during the period covered by manpower planning, after taking into consideration decrease in work force arising from retirement, likely deaths, ill-health, resignations; and any increase to be made therein in view of expansion plans or growth patterns of the organization.

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Newly selected Promoted in from other unit Demoted in from other unit Transferred in from other units
HUMAN RESOURCE OF ANY UNIT IN AN ORGANISATION

Resignation or dismissals Deaths Retirements Promoted out to other unit Transferred to other units

INFLOW AND OUTFLOW OF PERSONNEL

The above diagram depicts the various reasons of deficit and surplus or increase and decrease of manpower resource in an enterprise. The human resource department has to identify these reasons and can calculate the right number and type of human resource required in an enterprise. The existing workforce may be classified according to
(A) Age, so as to know how many of the present employees are nearing

retirement (B) Skills, so as to determine the shortage or excess of personnel according to the degree of skills required for different jobs.

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Based on the above, a suitable recruitment plan may be designed for the organization. The next step is to consider the sources from which new personnel have to be recruited.

SOURCES OF RECRUITMENT:The sources of recruitment can broadly be divided into two categories, namely, INTERNAL SOURCES and EXTERNAL SOURCES.

INTERNAL SOURCES
Promotion: - Promotion of an employee always results in increase in

responsibilities, authority, salary and status of an employee concerned. It is generally a reward for outstanding performance or because the organization desires to utilize an individuals skills and abilities in a better way.
Transfer:-Transfer of an employee from one position to another does

not always result in any change in the nature of his duties, responsibilities, authority, salary or status. However, it may significantly affect the efficiency and morale of the employee, depending on the type of environment where he has been transferred.
Employee referrals: - Employees working in an organization may also

be the source of recruitment. People who are known to and recommended by employees may be safely selected for the job in the organization. An advantage of persons selected trough this source is that they will be loyal and dedicated to the organization. For any lapse or indiscipline on their part the employees who recommended their names can be held responsible. But it may lead to favoritism, nepotism and in breeding.
Job posting: - Vacancies can be made open for all employees or

selected section or department of employees of an enterprise by placing a notice on notice board giving information about the post vacant. All
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those employees who feel themselves suitable and capable of meeting the post requirements can apply for it. Internal sources have many advantages and disadvantages to its name.

Advantages:
1. It promotes morale and loyalty on the part of workers since they

know they can advance in their careers

2. It reduces the cost of hiring and training of new employees 3. It ensures stability in the organization due to continuity of

employment. 4. The employees who have been promoted or transferred do not need to be familiarized with activities and requirement of the organization.

Disadvantages:1. The existing employees

may not fit for the activities and requirements of a new job. They may be too senior in age or lack necessary abilities and skills.

2. It may lead to in-breeding because the persons who are promoted or

transferred, follow in the footsteps of their predecessors, and deny the organization the benefit of a fresh outlook of persons from outside.
3. It may deny deserving new person an opportunity to work for growth

of the organization.

EXTERNAL SOURCES:19

An organization may tap any number of external sources to fill in its vacancies of personnel. Important among these sources are as follows:

Advertising:

It is the widest spread source of external recruitment. It may be done by the organization itself or through some agency. Newspaper, trade journals, radio, televisions etc are good media to advertise for recruitment of skilled and professional workers. The media and the contents of the advertisement should be selected keeping in view the persons to be reached and the cost. While the details of vacancy for blue collared jobs (requiring manual skills) may be listed on the notice board outside the factory gate or advertised in local newspapers and for managerial and administrative personnel are advertised in national newspapers and periodicals.

Personnel Consultants: - Consulting firms act as

middlemen between applicants and the enterprise. They are specialized agencies which, after receiving requisitions from the client companies, advertise the job description in leading national newspapers and periodicals without disclosing the names of client companies. Applications received from the candidates are duplicated and passed on to employees. Sometimes, such firms themselves screen, interview, and select the candidates and, for a specialized period, also stand surety as regards their suitability for the positions concerned.

Jobbers and Contractors: - It is quite common to engage

jobbers and contractors to supply workers for vacancies which are of a casual nature, r which my be filled at the factory gate itself. In fact where the workers have to be hired at a short notice and without going through the usual selection procedure, jobbers and contractors serve as an ideal and economical source. Jobbers and contractors maintain close links with small towns and villages which offer a ready and plentiful supply of unskilled workers. They also, sometimes at their own expense, bring workers to the place of work.

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Employment Exchanges:-They are set up by the

Government to bring together people who are in search of employment and the employers who are in the look-out for workers. They register the names of the persons who require help in finding job. The employers intimate to them the vacancies occurring in their organization. Employment exchanges are of great help in recruiting persons for technical and clerical jobs.

Educational

colleges and universities also offer opportunities to employers to recruit students freshly passing out of these institutions. Many of them run employment bureaus to assist employers in their recruitment effort. However, they can only provide young and inexperienced workers, for which reason they rank much lower in the employers list of sources of recruitment.

institutions:-Schools,

Field trips: - The enterprise may send out teams of experts to

different towns and cities (even villages) where the kinds of personnel needed by it may be found. But in this case, it becomes necessity to give wide publicity to the dates, venue and time when such teams would interview candidates at different places.

Unsolicited applicants: - These are persons who either

gather at the factory gate to serve as casual workers or reach the employers by letter, telephone, or in person, with request for appointment against a real presumed vacancy.

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Evaluation of external sources of recruitment:

Advantages:1. Wider choice: Selection from external sources facilitates the choice

of personnel from among a number of applicants. The enterprise can weigh the plus and minus points of all the candidates and then select the best.
2. Fresh outlook: The enterprise benefits from the freshness of outlook

and approach of personnel selected from external sources. This is because they are without any in-built preferences and prejudices, common in the case of personnel selected internally.

Disadvantages:1. Expensive: Advertising in the press, holding of written tests and

personal interviews, and payment to consultants cost the enterprise huge sum of money. The training and learning by trail and error involves considerable expense and waste of time. Even induction and orientation programs also cost high.
2. Heart burning among old employees: Any person chosen from

external sources causes heart-burning and demoralization among the existing employees, particularly if he deprives them if a coveted job.

3. Danger of maladjustment: If a person chosen from an external

source fails to adjust himself to the working in the enterprise, he may have to be shunted out. This means there will be yet more expenditure on looking for a replacement.

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SOURCES OF RECRUITMENT

Internal Sources

External Sources

Transfer

Promotion

Demotions Lay-offs

Employee Referrals

Job Posting

Advertisement

Personal consultants

Jobbers or contractors

Present employees

Field trips

Employment Exchange

Educational Institutions

Unsolicited Applicants

The various sources of recruitment in an organization

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SELECTION
The selection process begins after the organization has received desired number of applications through one or more sources of recruitment. It involves a careful screening and testing of applicants so as to select the best and the most promising from among them. In this sense it may be said while recruitment is a positive function, in the sense that it seeks to induce as many persons as possible to apply for jobs in the enterprise, selection is a negative function because it aims at eliminating or weeding out those applicants who are not found suitable for one reason or another. Generally, the selection procedure consists of several stages, important among which are as follows:

SCRUTINY OF APPLICATIONS:
Every person who applies for a job may not possess the prescribed qualifications or experience. Candidates with insufficient qualifications or experience should therefore be eliminated from the list of those to be called for the next stage of selection procedure.

PRELIMINARY INTERVIEW:
A preliminary interview seeks to ascertain whether the candidates are apparently suitable, both physically and mentally, for the positions applied for. Questions put to a candidate during such an interview are of a general nature. They are concerned with his qualifications, experience, interests, age etc. Some employers even do not do that, they call the candidates only to see and size them up.

TESTS:
Tests are aimed at measuring such skills and abilities in a worker which would help in performing his job well. They serve as an important tool in

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evaluation of an applicant. These are done to know the behavior and traits of the applicants. Tests are of the following types:-

Ability test: - It is aimed at measuring the existing knowledge,

abilities and information possessed by a candidate. For example, for selection of a person for the post of finance advisor, knowledge of the operations performed banks, knowledge about taxes, stock markets, interest payments etc. is necessary. Some examples of ability test are Chicago test and IQ test.

Aptitude test:-These are aimed at measuring the applicants

potential for future development. They seek to find out if a person has the latent capacity or ability to learn a given job quickly and efficiently. Some of the basic aptitude tests are WAIS-vascular adult identification scale and GATB General aptitude test battery.

Personality test: - In this the persons behavior, personality traits

are evaluated. TAT-Thematic appreciation test, WAT-Word association test, Theo-test (a particular situation is created or given and candidates view on it is evaluated.

Interest tests: - To know the persons interest, these tests are

conducted. These help in the placements, as suiting environment is tried to be given to the selected candidates. Kuder test is one of the interest tests. The main aim is find out what kind of work excites the candidate and gives him maximum satisfaction and contributes his best to the enterprise.

ADVANTAGES:
1. Assessment of suitability of candidates: Test provide a good basis for measuring a candidates suitability for a given job.

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2. Verification of facts: Claims made by a candidate in respect of his

qualifications, experience, etc, can be properly check through tests. Objective assessment: Tests eliminate the possibility of personal preference or prejudice concerning any candidate. They provide an objective method of determining his suitability for a given job.
3.

4. Establishment of standards: Tests help in establishing standards of job performance. DISADVANTAGES: 1. Unreliable: Tests are not reliable indicator of the skill and ability of a candidate. 2. Liable to abuse: Dishonesty on the part of employees responsible for conducting the tests may produce misleading results. In such a case, highly qualified and experienced candidates may be rejected, and less qualified persons may be selected. 3. Unfair to some: candidates coming from socially or economically backward sections of society may not be able to face the test as confidently as those belonging to privileged sections. Thus, tests can sometimes lead to discrimination between one candidate and another. 4. Fear of exposure: Some individuals, however qualified and experienced, may not like to be subjected to the rigors of a test. They may keep away from tests thus denying the enterprise the benefit of their ability and competence.

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Thus the types of tests conducted can be represented as follows:

Kinds of tests

ABILITY TEST

PERSONALITY TEST

APTITUDE TEST

INTEREST TEST

INTERVIEW:
An interview is a formal consultation to evaluate the aptitude, training, etc. of a prospective employee. It is a face to face, observational and personal appraisal method to evaluate a candidate for any job. In any interview, the interviewer is generally in a dominant position. To be effective, the questions to be put to the candidates should be planned in advance, and the candidates should also be put to ease to draw out the best in them.

Kinds of interviews: Interviews may be of various kinds, important

among which are as follows:

Direct interview: This type of interview is a brief but straightforward, face-to-face question-answer session between the interviewer and the interviewee. However, in such an interview, it is not possible to make an in-depth observation of a candidates ability, skills, characteristics or attitudes.

Indirect interview: Under such an interview, direct or straight

questions are not put to the candidate. He is only encouraged to express his views on any topic of his liking. The purpose is to know which issues are considered by him to be important for discussions and how he rates the enterprise and the job applied for by him. The interviewer in such an interview is a patient listener, neither interrupting the candidate nor expressing any opinion or judgment of his own.

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Patterned interview: During this method, a number of standard

questions to be put to a candidate are framed in advance. Ideal answers to these questions are also determined beforehand. Then, the answers given by the candidates are checked with the ideal answers so as to assess his suitability for the job in question.

Stress interview: During stress interview, the interviewer deliberately

creates a situation that subjects the candidate to considerable stress and strain. The purpose is to know how the candidate will react to such a situation. For example, while interviewing a candidate for the post of a salesman , the interviewer may assume a role of a customer and challenge the candidate to convince him to buy it, or the interviewer might not react to the candidates reply or react very strongly creating a stressful environment.

Systematic, in-depth interview: It is planned in advance. The

interviewer plans the questions to be asked on a particular subject. During the interview, he proceeds step by step and at the end correlates the answers so as to get an integrated view of the skills and personality of a candidate.

Board or panel interview: During a board interview, there may be

two or more interviewers to put questions to a candidate. Each interviewer is assigned an area from which he has to choose his questions. For example, one interviewer may ask questions on candidates educational background, another on his professional skills, yet another on his interests and aptitudes and so on.

Group interview: Under this method, a number of candidates are

interviewed simultaneously. A question or a problem situation is posed before them and each candidate is asked to participate in the discussion that follows. It is on the basis of a candidates performance during this group discussion that he is selected or rejected. This method is also called the house party technique of interview.

Walk in interview: In this kind of interview anyone is free to come

and take the interview. This interview gives opportunity to everyone who thinks himself capable enough for the job to try for it. Date, venue and time are specified for the interview for candidates beforehand.
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INTERVIEWS

DIRECT INTERVIEW

INDIRECT INTERVIEW

PATERNNED INTERVIEW

WALK-IN INTERVIEW

GROUP INTERVIEW

STRESS INTERVIEW

PANEL INTERVIEW

IN-DEPTH SYSTEMATIC INTERVIEW

The organization may choose any of the above stated interviews during their selection procedure according to its policies and convenience. Each and every interview has its pros and corns to its name. Interviews also depend upon the post for which recruitments are to be made. For e.g. for the selection of salesman in the firm stress interview will serve the purpose best as it will prove how well the candidate survive under pressure or situation created by the interviewer.

CHECKING REFERENCES:
It is customary to ask the candidate to provide some references, i.e., names of the persons who may be approached for the purpose of verification of the
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claims made by the candidate as regards his skills, experience, character and ability. A letter of recommendation or a statement of qualifications and qualities of the candidate given by someone familiar to him is also called a reference. Verification of references might prove quite rewarding in some cases. This is because some candidates may provide incorrect information as to the dates of their previous employment, job title, past salary, or reasons for leaving a prior position. Reference, if properly pursued, can point out such discrepancies.

However, this exercise may not always produce the desired results because: (a) no candidate will cite the name of a referee who might speak unfavorably about him; (b) the referee may not always respond; (c) Due to a prejudice the referee may deliberately speak against the candidate. Checking references may be done by mail, telephone or a personal visit; of these a personal visit is the best method as by conversation much useful information can be drawn.

MEDICAL EXAMINATION:
For the jobs that prescribe certain physical standards as to height, weight, eyesight, hearing, etc., a medical check-up prior to placement of the candidate becomes necessary. Selection in the armed forces or civil services, for example, is finalized only after the candidate concerned has been found fit in the medical examination. In most of the private concerns too, candidates who are otherwise found suitable have to clear a medical fitness test so as to see that the candidate will be able to serve the organization fully or for an adequate period of time or not. But it needs to be remembered that medical check-up is an aid to selecting employees who, besides fulfilling the requirements as to abilities and skills,

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also possess necessary physical characteristics. In other words, medical examination should not be used unfairly to reject an otherwise suitable candidate.

PLACEMENT:
Placement is placing the right person at the right place at the right time. Of the entire selected people one suiting the best to a particular post is placed. For example four marketing managers are selected one having the best knowledge about the northern region should be placed in northern department and not in the southern or eastern department for best results. Placement is a very crucial part of selection as all the success of the whole procedure depend on this stage, any wrong decision can fail the whole purpose of selection.

INDUCTION:
The final step of procurement is orientation or socializing or induction. The newly selected personnel are introduced to their environment, working procedure. They are also informed about their seniors i.e. whom they have to report to, whom to give instructions and orders i.e. their subordinates, their peer group or co-workers. He is also made aware of the rules and regulations practiced in the organization. General practices followed general norms followed by existing employees are also told. Induction training can vary in time period as it depend upon the size of the organization, post of the newly selected employee, amount of personnel he is going to work with and many more aspect.

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GENERAL VIEW-POINT
THIS IS THE GENERAL PROCEDURE OF SELECTION PRACTICED BY MOST OF THE COMPANIES, HOWEVER THERE CAN BE CHANGES OR VARIATIONS DEPENDING UPON THE POLICIES OR PROCEDURES OR REQUIREMENTS OF THE CONCERNED ORGANIZATION.THE WHOLE PROCEDURE CAN BE DEPICTED BY THE SUCCEEDING DIAGRAM, WHICH SHOWS THAT AT EACH STAGE NUMBER OF CANDIDATES GET REDUCED AND FINALLY THE BEST CANDIDATE IS CHOOSEN.

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Sele ct MEDICAL

REFRENCES

INTERVIEW TESTS SCREENING OF APPLICANTS

SCRUTINY OF APPLICATIONS APPLICATION

SELECTION PROCEDURE

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OBJECTIVE
The main aim of the research is to compare the recruitment and selection procedures of the public sector organisations in India and draw out similarities and differences based on the outcome. While doing so we will get an in-depth knowledge about the criteria and the policies PSUs follow while recruiting the best among the vast and competent human resource available. The research is based on the recruitment and selection policies and procedures adopted in three of the best PSUs in India i.e. BHEL, NTPC and IOC. The objective of the research on The recruitment and selection procedures in the PSUs of India will be seeked by knowing how these public sector organisations recruit and select the best talent available. The research also throws light on some of the important debates in the field of HR like should we recruit from internal sources or the external one?, should there be induction programme and if yes how should it be conducted and for how long?. The research seeks to answer these debates which come up while an organisation has to recruit the best from an internal source of 106 billion creative minds. The research will also help us in drawing some facts on the common practices in the industry while recruiting and selecting employees.

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RESEARCH METHODOLOGY

A Comparative methodology is adopted to bring forth the similarity and difference in the trends, method and procedures employed by three wellrecognized and renowned PSU (Public sector unit) organization for recruiting and selecting personnel for their EXECUTIVE posts. Three organizations are:

BHEL - BHARAT HEAVY ELECTRICALS LIMITED. NTPC - NATIONAL THERMAL POWER CORPORATION LIMITED. IOC - INDIAN OIL CORPORATION.
Sample size-THREE For the stated purpose company manuals, annual reports and questionnaire came to use. A common questionnaire was prepared and was forwarded to the concerned authority in the three organizations for replies. Thus the data collected is both from Primary (replies from authoritative people) and Secondary sources (company manuals, annual reports etc.) These replies and information from other sources are combined to draw conclusions and interpretations regarding each firms selection procedure. The report will also show the differences and similarities through statistical methods like tables bar graphs and charts.

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BHEL SELECTION PROCEDURE

OBJECTIVES OF SELECTION:
1) To plan manpower requirements and budgets the human resources with necessary qualifications, skills, aptitude, merit, suitability in accordance with organization requirements. 2) To ensure the company attracts and retains the best of personnel in each of the areas of functioning. 3) To focus on the placement of employees in the jobs to which they are best fitted physically, mentally and temperamentally. 4) To adapt to and fulfill the socio-economic commitments of the government to the unfortunate/ minority. 5) To systematically build up a model system for the guidance of and emulation by the enterprise both in public and private.

MODE OF RECRUITMENT:
Unskilled, semi-skilled and supervisory group: All posts in this group to be filled by outside recruitment are notified to the appropriate Employment Exchange in the manner as provided in the relevant act and orders issued from time to time. Other sources of recruitment are drawn upon only when the employment exchange(s) indicate their inability to sponsor candidates. In such an event an advertisement is issued in the leading daily newspaper.

SOURCES OF RECRUITMENT
a) From open market through advertisement in the press. b) From employment exchanges as per the provisions of the employment exchanges c) By considering departmental candidates possessing the specified requirements d) From reputed engineering/management institutes through campus interviews

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e) By absorption of the deputations from the Central/State government and other public undertakings. f) From the pool of technical/professional personnel maintained by the N.C.S.T. and other governmental agencies. g) By making references to recognized associations and agencies who maintain restores of suitable persons in different skills and specifications for the promotion of the interest and welfare. h) Recruitment of specialists to stop brain drain or to repatriate them from foreign countries. i) Any other source as approved by the competent authority in exceptional cases.

PREFRENCES IN RECRUITMENT
It is the endeavor of the company to help the government into achieving its objectives in respect of upliftment of the socio-economic status of those belonging to weaker sections of the society. Individuals whose land are acquired for setting up the BHEL projects and who are consequently deprived of their livelihood are given due considerations in employment in terms of the government of India orders issued in their regard. A dependent of a deceased employee is eligible for special consideration for appointment in the company against vacancy in preference to others. It is a social obligation of the company to provide as much employment opportunities as possible to the unfortunate sections.

PROCEDURAL DETAILS
Procedure for advertisement where recruitment has to be done from the open market, an advertisement is issued in the leading, daily newspaper on the local or national scale.

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- The layout of the advertisement and the information contained therein are as per prescribed from time to time. - The job title, job summary, qualifications and experience are in accordance with the approved job specifications. - Age restrictions and special relaxations if any. - The pay scales and allowances, prerequisites admissible and number of posts are mentioned. - The number of posts reserved for schedule caste and ST are clearly mentioned. - No application fee is required to be collected from the candidates applying in response to an organization.

EXECUTIVE/Sr.EXECUTIVE CADRE
The sources for posts in there cadres may be decided by the competent authority depending on the requirements of the posts. Normally an advertisement is issued in leading daily newspaper on an ALL-INDIA basis to tap fully the potential available in the open market. A notification is sent to DGE with a request to sponsor suitable candidates if any registered on their roster. However where the job is of a specialized personnel, the competent authority may decide to fill up the posts by persons on deputation from central/state government.

TRAINEES/APPRENTICE:
They are recruited under the provisions of the APPRENTICE ACT and as contemplated in the approved yearly manpower budget and recruitment plans. The types of trainees to be recruited are of the following types:1) Engineer/Executive trainees 2) Supervisory trainees 3) Artisan trainees 4) Commercial Apprentice The recruitment of Engineer/Executive trainees is done centrally and coordinated by corporate office based on the requirements of Units/Divisions accumulated from the approved manpower budget.
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SELECTION
Constitution of selection boards: Selection boards are constituted by the appointing authority/personnel heads to conduct tests/interviews and to select candidates for appointment to any posts in the company from among those called for such tests and interview. Selection to posts in the senoir executive cadre and other common executive cadre are conducted by the selection board constituted for the purpose by corporate office. An officer belonging to SC/ST is associated with the selection board if the selection, interalia, is for recruiting candidates belonging to SC/ST also.

CENTRAL RECRUITMENT COMMITTEE

All places where there are more than one unit/Division of the company, centarl recruitment committee, consisting of representatives of these three divisions is constituted to conduct recruitment and selection to categories comon to these divisions.

APPOINTMENTS:
Appointments offers: An offer of appointment is issued to the the selected candidate in the prescribed format. This is signed by the Appointing Authority/or the officer to whom the power is delegated in tis behalf.

JOINING TIME:
Normally a person to whom an offer of appointment has been made is expected to join the services of the company within 30 days from the date of issue of appointment offer.

MEDICAL FITNESS:
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Every candidate to apost in the company is required to undergo a medical examination by the companys Medical officer at the time of appointments and is required to satisfy the medical fitness standards prescribed for the post.It does not apply to an internal candidate of a company who has already been medically examined.

REFRENCE CHECKS AND ANTECENDENTS VERIFICATION:

In order to ensure that the character and antecedentsand previous work background of the candidate proposed to be appointed are such as not render him unsuitable foe appiontment in the company.

JOINING FORMALITIES:
Appointees to regular scales of pay, on joining the company to take up appointment are required to report to the HEAD of the Personnel Department of the unit concerned and furnish such documents as are required by them.

SENIORITY:
Seniority on appointment is strictly asper the merit list drawn up by the Selection committee. After a candidate is inducted into the organisation he is given a seniority status via-a-vis his existing colleaues in the company after a due consideration of his experience.

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NTPC-SELECTION PROCEDURE
NTPC do involve in recruiting activites of exectives

TRAINEES/APPRENTICE:
They are recruited under the provisions of the APPRENTICE ACT and as contemplated in the approved yearly manpower budget and recruitment plans. The types of trainees to be recruited are of the following types:1) Engineers/Executives (Trainees) 2) Specilist Doctors 3) Engineers(IT/IT-COMM/Electrical/Medical/C&I)

SELECTION
Constitution of selection boards: Clearance for recriutment is taken from the highest authority CMD(Chief managing director) for executive level posts, In other cases theDirector (HR) is the appointed authority.

MODE OF RECRUITMENT
The company is entitled to use both the internal as well as the external sources for recruitment perpose. The specified sources are as follows: INTERNAL SOURCES: Promotion Transfer EXTERNAL SOURCES: Fresh recruitment Campus recruitment Advertisements

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SELECTION
Constitution of selection boards: Clearance for recriutment is taken from the highest authority CMD(Chief managing director) for executive level posts, In other cases theDirector (HR) is the appointed authority.

PREFRENCES IN RECRUITMENT
The organisation does not grant any special prefrences to the candidates, the only criteria for selection is MERIT. Reservations are made for the SC/ST candidates who are recruited by specially appointed committee.

TESTS FOR RECRUITMENT

The candidates are made to go through various kinds of tests to tests various aspect of their personality and to test their calibre for e.g. attitude, skills, knowledge etc. the various tests conducted in NTPC are as follows: 1. 2. 3. 4. Written tests Aptitude tests Psychometric tests Personality tests Criteria/parmeters For E(T)s Technical aptitude, Abilty to express Handling situations, expressions Attitude,General awareness Duration 2 hrs 20-30min 15-20min

Particulars Written tests Group discussion Interview

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SELECTION COMMITTEE
The selection committee is carefully formed with a Chairman of a senior level, retired executive of the level of CMD of a PSU/Government/Exdrector of NTPC/PSUs etc. Representatives from Inducting Department. SC/ST representatives. Representative from HR department. Experts in the area of recruitment and selection.

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INDIAN OIL COORPORATION SELECTION PROCEDURE

SELECTION
IOC has divided its executive posts into various levels and has appointed grades for same. Grades are given from A to I (9) on the basis of minimum qualifications required and job specification. Recruitment is done at only at the lowest level i.e. grade A in which they invite fresh blood and for higher posts/grade are promoted internally. Recruitment is done once in two years and on an average 350-360 intakes are made for all levels i.e. engineering, medical, human resource, finance etc.

MODE OF RECRUITMENT
Both modes of recruitment are implemented by the organisation i.e. internal and external methods INTERNAL SOURCES Promotions Transfers No employee referalls at all. EXTERNAL SOURCES Campus recruitment IITs, IIMs,Punjab engineering college(chandigarh), Vadhavpur University(Kolkata), Symboises(Pune), IIT(Jamshedpur), Thapar Institute, BITs(Pilani). Advertisements In National/leading newspspers Employment news Website Personnel consultants/Agencies Considers ACE consultants
44

Conducts an all India recruitment.

SELECTION COMMITTEE
Approval is taken by the Director(HR) for each level of recruitment The board consists of the Ex-director,ex-chairman, ex-executives, directors + General Manager(HR) and other executive directors of the company so as to gain the expertise and experience and also to gain cost effectiveness.

PREFRENCES IN RECRUITMENT
Reservations are kept for the SC/ST group and other unpriviliged class as per specifed norms laid down by the government

TESTS FOR RECRUITMENT

Various employment tests are conducted amongst them are: * Written test: - written test are conducted mainly for the campus recruitment as well as for the All India recruitment. * Aptitude test * Group discussions

WRITTEN TEST

It is a 2 part general aptitude test concerned with discipline tests. The person has to clear both sections.

2hrs

GROUP DISCUSSIONS - Personality - Communication skills -Leadership qualities -Motivational skills -Team orientation state

30-40 min

Also conducts GT (Group taste) in which they create an artificial environment to ask the trainees to solve the recommended solution.

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INTERVIEWS

Professional competence Personality traits Emotional stability

INDUCTION
Induction training is given to executives for 12 weeks.

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TABULAR REPRESENTATION OF RECRUITMENT AND SELECTION PROCEDURE OF THE THREE ORGANIZATIONS:BASIS OF DIFFERENTIATION

BHEL

NTPC
250

IOC
180

No. Of Recruitment 250

per annum

Sources of Recruitment EXTERNAL SOURCE

ADVERTISEMENT Leading newspapers

YES YES NO NO NO YES YES NO NO As Decided By The Competent Authority

YES YES YES NO NO YES YES NO YES As Decided By The Competent Authority

YES YES YES YES(Own

Website)

Employment news Websites Local journals

NO YES YES NO NO

CAMPUS RECRUITMENT AGENCIES &CONSULTANTS UNSOLICITED APPLICANTS FRESH RECRUITMENT OTHER SOURCE

BASIS OF

BHEL
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NTPC

DIFFERENTIATION
INTERNAL SOURCE TRANSFER PROMOTION EMPLOYEE REFFRALS DEPUTATION APPROVAL BY YES YES NO YES CMD - Engineer Executive trainees - Supervisory trainees - Artisan trainees - Commercial trainees Quota for SC/ST candidates YES YES NO NO CMD,Dir(HR) - Engineer Executive trainees - Specialist doctors - Engg(IT/ITCOMM/Elec/ Medi/ C&I) Only on merit Written tests Aptitude tests Psychometric tests Personality tests Chairman Ex-Dir. Of NTPC Reps.from induction deptt. SC/ST rep. Reps of HR deptt. Experts

IOC
YES YES NO NO Dir(HR)

POSTS FOR INTAKES

-Engineer medical, HR,finance,boil er, operational engg

PREFRENCES

TESTS

Written tests Aptitude tests

Reservations for SC/ST candidates Written tests Aptitude tests Group discussions Group taste Ex- Directors Ex-chairman Ex-executives Directors + GM(HR) Executives + directors of Company

CONSTITUTION OF BOARD

Personnel Heads Officer belonging to SC/ST

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BASIS OF DIFFERENCE PLAN RECRUITMENT BUDGET INDUCTION TRANING

BHEL

NTPC

IOC

YES

YES E1 Level- 6 months E2 Level- 1 month

YES

1 year

12 weeks

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250 200 150 100 50 0 BHEL NTPC IOC NO.OF RECRUITMENTS

NUMBER OF RECRUITMENTS MADE PER ANNUM This chart shows the number of recruitments made is quite high with an approximate of 225 recruitments in each of these three firms which interpret that for selecting the best candidates a very large number of candidates are scrutinized as it provides the organizations with wider choice with talent and capabilities. Recruitments are done on an All-India basis so as to get the best available talent from the whole country.
5 4 3 2 1 0 BHEL NTPC IOC

EXTERNAL SOURCES INTERNAL SOURCES

SOURCES EMPLOYED FOR RECRUITMENT The above printed graph shows the number of sources considered by the three organizations for recruiting candidates both the internal as well as external sources. It proves that organizations have more options and wider

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choice in external sources of recruitment as compared to the internal sources of recruitment. Another fact that comes forward is that the organizations do not consider employee referrals as a good option of recruitment and thus eliminate the doubt of nepotism and favoritism from the organization.

4 3 2 1 0
NO. OF TESTS CONDUCTED

BHEL

NTPC

IOC

NUMBER OF TESTS CONDUCTED BY THE ORGANISATIONS The graph shows the number of tests conducted by the firms before selection of the best personnel. This depicts that all the three firms pays adequate attention towards conducting various types of tests so as to adequately check the merit, capability and ability of the recruited personnel in the firm. NTPC pays more emphasis on the personality of the candidate by taken tests like: psychometric test and personality test whereas IOC pays attention on team spirit and group behavior as it conducts group discussions and group taste tests. BHEL whereas pays attention on candidates working and acquired knowledge and skills

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1 0.8

Personal Heads SC/ST Representatives

0.6 0.4 0.2 0 BHEL NTPC IOC

Ex-chairmans,directors etc. Experts

CONSTITUTION OF SELECTION BOARD As depicted all the firms form selection boards for selection. As it can be seen the common aspect of all three organizations are the involvement of SC/ST representatives who look after the selection of SC/ST candidates as per the policies laid down by the government and involvement of personnel heads. In addition firms also value the experience of ex-chairmen, directors and other high post official for the stated purpose that by their past experience develops that eye which can tap down the required personnel. Organizations can also rely on experts of the various fields who have knowledge of the area for which recruitments are to be made and expertise on scrutinizing the right candidate for the right place and thus providing the firm with the best suitable candidate(s). Organization need to carefully form their selection board so that the most appropriate candidate can be chosen because any mistake done in assessing the candidate can fail the whole purpose of selection of new candidates.

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12 10 8 6 4 2 0

12

6
INDUCTION(WEEKS)

3 1 BHEL NTPC IOC

INDUCTION TRAINING PERIOD Induction is very important part of selection procedure as it provides the selected candidate(s) with important working information about the organization. It makes the environment and other working conditions more familiar and friendly for the selected personnel. Thus the organizations should carefully plan an induction training programs for their newly selected candidates; it may vary in time period on different basis. The above diagram shows that BHEL pays a lot of emphasis on the induction training of candidates and has a training period of one year. NTPC has a two level training, a 6 months training for the E1 level executives and a 1month training for E2 level executives as shown by the red bar. Hence induction training as required by the post of new recruit is imparted. IOC has no classified training but a common 12 weeks training for all new recruits.

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CONCLUSION
Recruitments and selection as seen are carried out in all three organizations and is a very vital part of their human resource (HR) activities. All the three organizations have their selection procedures, policies and norms which come into play every time when selections are conducted. It is seen that organization prefers big selection boards being cautious enough that the right and the most appropriate candidate is selected for the vacant post with valuable and experienced opinion of various field experts. The board definitely consists of Personnel Heads and CMDs. It is also seen that firms keep specially appointed members for selection of SC/ST reserved seats. The pre-requisite of selection procedure is planning of budgets according to which various other aspects are decided. The other common feature in all the three PSUs is that all use Advertisements, campus recruitment and personnel consultants/agencies for recruitment. In addition IOC also consider website as a source of recruitment. In internal sources firms uses Promotion, Transfer and Deputed employees for recruitment, it should be noticed that none of the three firm uses Employee referrals as a source so that selection can be kept as unbiased as possible. In IOC Fresh blood are invited for the lowest grade only i.e. grade A and for higher posts personnel are placed internally. To know the real caliber of the candidate the organizations follow the practice of taking tests and specially WRITTEN TESTS. This shows the increasing trend of testing not only the knowledge of the candidate but his/her ability to express and spontaneity of the applicant. Induction training is becoming an integral part of the selection procedure with organization paying adequate or large time of selection process on induction. To make it more effective NTPC has divided its executive recruits into two groups i.e. E1 and E2 through which selected candidates can be familiarized to their work groups more efficiently.

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Whereas BHEL and IOC provide the recruits with common induction, with BHEL training its members as long as one year proving that what a vital role induction plays in the success of whole process.

In all it can be analyzed that RECRUITMENT and SELECTION are very meticulous processes and require expertise to perform them. Nowadays organizations especially PSUs who are receiving hefty competition from private sector have to tap upon the best possible work force available in the market in least cost possible and to perform this task they practice a detailed recruitment and selection process.

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SUGGESTIONS
All the three organization should consider more sources of recruitment as it will broaden their choice group and facilitate selection for e.g. Field trips, unsolicited applicants. Unlike BHEL both IOC and NTPC do not consider deputed employees as a source of recruitment which can prove a very important source as cost over induction can be curbed in such an case As done by NTPC both BHEL and IOC should also categorize their executives into different groups so that more appropriate and concerning training could be imparted to the candidates. Like NTPC the other two organizations can also employee Experts in the selection committee for selection purpose.

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ANNEXUIRE

57

BLANK QUESTIONNAIRE We introduce ourselves as students of Guru Gobind Singh Indraprastha University. We are working on a project on the Recruitment and Selection procedure in PSUs. We request you to kindly fill this questionnaire which is a part of our project work.
All the information sought will be used only for academic purposes and will not be shared with anyone else.

Q1. Does your organization conduct recruitment of executives? Yes/No Q2. Does your organization have prescribed set of policies and procedures for recruitment? Yes/No Q3.Specify the level/posts and the average yearly intake? Q4. Do you require approval at each level of recruitment? Yes/No Q5.Who approves the requirements at each level? Q6.Job specifications at different executive levels where normally recruitments are made? Q7.How is these vacancies filled? Internal sources Promotions Transfers Employee referrals Deputation

External sources Fresh recruitments Campus recruitments Unsolicited applicants Advertisements Agencies/Consultants

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Q8. If advertisement is a source, which tool is used? National/leading newspapers Employment news Local newspapers Internet Q9. Whom do you give preference while recruitment? Q10. Is recruitment based only on merit? Yes/No Q11. What reservations or quotas are kept in mind while recruitment? Q12.Does your organization conduct employment tests while recruiting executives? Yes/No Q13. Please specify. Particulars Criteria/Parameters Duration

Q14.What is the constitution of selection board for the executive cadre at your organization? Q15.Does your organization conduct the medical examination of the recruits? Q16.Does your organization checks the references provided by the recruits? Q17.Do you provide induction training to new recruits? Yes/No Q18.What is the duration of training at various levels? Q19.Does your organization plan a recruitment budget? Yes/No

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APPENDICES

60

BIBLIOGRAPHY
COMPANY MANNUALS HUMAN RESOURCE MANAGEMENT TRIPATHY PERSONAL MANAGEMENT MANNUAL 1983-84 EDITIONS PRINCIPLES& FUNCTIONS OF MANAGEMENT DINKAR PAGARE

Sultan chand & sons

FUNCTIONAL MANAGEMENT DINKAR PAGARE

Sultan chand & sons

WEBSITES REFFERED www.bhel.org www.ntpc.co.in www.indianoilcorp.com

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