1

SUMMER TRAINING REPORT

ON

“Main power RECRUITMENT PROCESS IN BHEL”

Submitted in partial fulfillment for the requirement for award of the degree of

Bachelor of Business Administration

(2018-19)

Submitted To: Submitted By:

KAVERI VERMA
H.O.D BBA- Final Year
Mausmi Goel HEC PG
HEC PG College College,HARIDWAR

HEC PG COLLEGE KANKHAL HARIDWAR

 2

PREFACE

The present project work “Recruitment and Selection Process of ”GHAISON

INTERNATIONAL” carried out on “GHAISON INTERNATIONAL”. The
recruitment and selection procedure of the GHAISON INTERNATIONAL
determines the level of achieving organizational goals in the long run. The people
to be placed for the right job, which reflects some of the unique ways for recruiting
the candidates to fill up various vacancies. GHAISON INTERNATIONAL is to
achieve overall organizational goal not only by way of fulfilling the targeted top
line but also employee satisfaction towards various position of job to the maximum
level. The policy asserts the objectives of the recruitment and provides a
framework of implementation of their recruitment programme in the form of
procedures. From the analysis of recruitment and selection procedure it is clear that
for recruiting employees GHAISON INTERNATIONAL mainly conduct written
examination followed by interview.
 3

OBJECTIVE OF RECUITMENT

My primary objective here is to study and observe the recruitment and selection process of
GHAISON INTERNATIONAL under the following heads: ---

1. Procedures followed in the recruitment process

2. Criteria of recruitment
3. Jobs specification
4. Various recruitment sources used by the GHAISON INTERNATIONAL i.e. both external
and internal.
5. Recruitment sources preferred by the GHAISON INTERNATIONAL.
6. Channels used for displaying recruitment vacancies.
7. Is there any role of trade union in the. GHAISON INTERNATIONAL.
8. What steps did the GHAISON INTERNATIONAL takes to reduce the employee’s turnover
rate.
9. Steps used in selection procedures.
10. Is there any changes made in recruitment and selection procedures during the last five years.
 4

INTRODUCTION OF STUDY

The recruitment and selection procedure of the BHEL determines the level of achieving
organizational goals in the long run. As per definition it is stated that which is all about selecting
right person for the right job at the right time at the best possible position. Although it sounds
quite simple but it is also not an easier job to evaluate a person with his ability and skills that
may satisfy the core competency for the job so that his degree of willingness to pursue a job
becomes positive. From job seeker‟s prospective it is the core competencies which matter much
for a job. So it is the effective recruitment and selection procedure which determines not only the
right candidature for a job but also a long-term accomplishment of organizational goals.

In my research based on my questionnaire filled by the employees I came to know the different
techniques adopted by the BHEL towards this effect. I have chosen BHEL, which is national
giant for studying their methods of recruitment and selection function. The aim of the BHEL is
to achieve overall organisational goal not only by way of fulfilling the targeted topline but also
employee satisfaction towards various position of job to the maximum level. This I will see as I
proceed subsequently in my project.
 5

B.H.E.L. A CORPORATE GIANT

Established in the late 50's BHARAT HEAVY ELECTRICALS LIMITED (BHEL) is a name
which is recognized across the industrial world. It is one of the largest engineering and
manufacturing enterprises in INDIA and is one of the leading international companies in the
power field. BHEL offers a wide spectrum of products and services for core sectors like power
transmission, industrial transportation, oil and gas, telecommunication etc. Besides supply of
non-conventional energy systems. It has also embarked into other areas including defence and
civil aviation. A dynamic 63000 strong team embodies the BHEL philosophy excellence through
continuous striving for state of the art technology. With corporate headquarters in NEW DELHI,
fourteen manufacturing units, a wide spread regional services network and projects sites all over
India and even abroad, BHEL is India's industrial ambassador to the world with export presence
in more than 50 countries.
BHEL's range of services extent from project feasibility studies to after sales services,
successfully meeting diverse needs through turnkey capability.
BHEL has had a consistent track record of growth, performance and profitability. The World
Bank in its report on the Indian Public Sectors, has described BHEL as “one of the most efficient
enterprises in the industrial sector, at par with international standards of efficiency". BHEL has
acquired ISO 9000 certificate for most of its operations and has taken up Total Quality
Management (TQM).
All the major units/divisions of BHEL have been upgraded to the latest ISO-9001: 2000 version
quality standard certification for quality management. All the major units/divisions of BHEL
have been awarded ISO-14001 certification for environmental management systems and
OHSAS-18001 certification for occupational health and safety management systems.
BHEL occupies an all-important niche as evident by its ranking by CII amongst top eight PSUs
based on financial performance. Recently in survey conducted by business India, BHEL has been
rated as seventh Best Employer in India.
 6

COMPANY PROFILE

BHEL is India's largest engineering company and one of its kind in this part of the hemisphere. It
manufactures a wide range of state of the art power generation equipment and systems besides
equipment for industry, transmission, defence, telecommunication and oil business.

The first plant of BHEL was set up in Bhopal in 1956, which signaled the dawn of the heavy
electrical industry in India. In the early 60's three more major plants were set up in Haridwar,
Hyderabad and Tiruchirapalli. The company now has 14 manufacturing divisions, 10 services
centers and power sectors regional centers besides project sites spread all over India and also
abroad to provide prompt and effective service to customers.

BHEL's business broadly covers conversions, transmission, utilizations and conservation of

energy in core sectors of economy that fulfill vital infrastructure needs of the country. Its product
have established an enviable reputation of high quality and reliability, which is largely due to
emphasizes placed all along on contemporary some of the best technologies of the world from
the leading companies in U.S.A., EUROPE, and JAPAN together with technologies from its own
R&D centers technologies B.H.E.L. has consistently upgraded its design and manufacturing
facilities to international standards by acquiring and assimilating.
 7

CONTRIBUTION OF BHEL IN VARIOUS CORE SECTORS

BUSINESS SECTORS: -

BHEL's operations are organized around three business sectors, mainly power, industry and
international operations. This enables BHEL to have a strong customers orientation, to be
sensitive to his needs and respond quickly to the changes in the market.

POWER SECTORS: -

Power is the core sector of BHEL and comprises of thermal, nuclear gas, diesel and hydro
business. Today BHEL supplied sets, accounts for nearly 66 % of the total installed capacity in
the country as against nil till 1969-70.
BHEL manufactures boilers auxiliaries, TG sets and associate controls, piping and station C & I
up to 500 MW rating with technology and capability to go up to 1000 MW range. The auxiliary
products high value capital equipment like bowl and tube mills, pumps and heaters, electrostatic
precipitators, gravimetric feeders, fans, valves etc.
BHEL has contracted so far around 240 thermal sets of various ratings, which includes 14 power
plants set up on turnkey basis. Nearly 85 % of World Bank tenders for thermal sets floated in
India have been won by the company against international competition.
BHEL has adopted the technology to the needs of the country and local conditions. This has led
to the development of several technologies in house. The fluidized bed boiler that uses low
graded high-ash abrasive Indian coal is an outcome of such an effort. With large-scale
availability of natural gas and the sudden increase in demand, BHEL began to manufacture gas
turbines and now possesses two streams of gas turbine technology.
 8

It has the capability to manufacture gas turbines up to 200 MW rating and custom built combined
cycle power plants. Nuclear steams generators, turbine generators, sets and related equipment of
235 MW rating have been supplied to most of the nuclear power plants in India. Production of
500 MW nuclear sets, for which orders have been received.

BHEL has developed expertise in renovation and maintenance of power plant equipment besides
specialized know how of residual life assessment, health diagnostic and life extensions of plants.
The four power sectors regional centers at New Delhi, Chennai, Kolkata and Nagpur will play a
major role in giving a thrust to this business and focus BHEL's efforts in this area.

INDUSTRY SECTORS:-

BHEL is a major producer of large size thyristor devices. The products include centrifugal
compressors, high speed industrial drive turbines, industrial boilers and auxiliaries, waste heat
recovery boilers, gas turbines, electric motors, drives, and control equipments, high voltage
transformers, switch gears and heavy castings and forgings.

Company in India with the capability to make simulators for power plants, defence industrial
process plants and other applications. An entry has been made in aviation industry for which
BHEL has set up facilities and is now producing two seater aircraft.

TRANSMISSION:-

A wide range of transmission products and systems are produced by BHEL to meet the needs of
power transmission and distribution sector. These include:
 Dry Type Transformers 

 SF6 Switch Gears 

 400 KW Transmission Equipment 

 High Voltage Direct Current System 

 Series and Shunt Compensation Systems 
 9

In anticipation of the need for improved substations, a 33 KV gas insulated substation with
micro processors base control and protection system has been done.

TRANSPORTATION:-

65 % of trains in Indian Railways are equipped with BHEL's traction and traction control
equipment. These include:
 Broad Gauge 3900 HP AC / DC locomotives 

 Diesel Shunting Locomotives up to 2600 HP 

 5000 HP AC Loco with thyristor control 

 Battery Powered Road Vehicles and Locomotives 

RESEARCH AND DEVELOPMENT:-

BHEL has a corporate R & D center supported by R & D groups at each of the manufacturing
divisions. The dedicated effort of BHEL's R & D engineers have produced several new products
like automated storage retrieval system automated guide vehicles for material transportation etc.
Establishment of Asia's largest fuel evaluation test facility at Tiruchi was high light of the year.
This facility will enable evaluation of combustion, heat transfer and pollution parameters in
boilers.
Major R & D achievement include:
 Design manufacture and supply of countries first 17.2 MW industrial steam turbines. 

 Development of 4700 HP AC / DC loco for Indian Railways. 

 Development of largest capacitor voltage transformers of 8800 PF 400 KV rating. 

 Development and application low cost ROBOTS for job loading/unloading. 

According to ex- CMD Mr. R.K.D. Shah, "BHEL is spending Rs. 60 Crores on Research and
Development. Earning from product which has been commercialized has gone up 26 % to Rs.
760 Crores."
 10

Human Resource Development Institute:-

BHEL has envisioned becoming "A World Class Engineering Enterprise committed to
enhancing stakeholder value". Force behind realization of this vision and the source of our
competitive advantage is the energy and ideas of our 44,000 strong highly skilled and motivated
people. The Human Resource Development Institute situated in NOIDA, a corner-stone of
BHEL learning infrastructure, along with Advanced Technical Education Center (ATEC) in
Hyderabad and the Human Resource Development Center at the manufacturing Units, through
various organizational developmental efforts ensure that the prime resource of the organization –
the Human Capital is “Always in a state of Readiness”, to meet the dynamic challenges posed by
a fast changing environment. It is their constant endeavor to take the HRD activities to the
strategic level of becoming active partner to the (organizational) pursuits of achieving the
organizational goals.
 11

The Heavy Electrical Equipment Plant (HEEP) located in Haridwar, is one of the major
manufacturing plants of BHEL. The core business of HEEP includes design and manufacture of
large steam and gas turbines, turbo generators, hydro turbines and generators, hydro turbines and
generators, large AC/DC motors and so on.

Heavy Electrical Equipment Plant, Haridwar of this Multi-unit corporation with 7467 strong
highly skilled technicians, engineers, specialists and professional experts is the symbol of Indo
Soviet and Indo German Collaboration. It is one of the four major manufacturing units of the
BHEL. With turnover of 164059 lacs and PBT of Rs.32489 lacs HEEP added 3000 MW of
power to the National grid during 2005-06.
HEEP is engaged in the manufacture of Thermal and Nuclear Sets up to 1000MW, Hydro Sets
up to HT Runner dia 6300mm, associated Apparatus Control gears, AC& DC Electrical
machines and large size Gas Turbine of 60-200 MW. HEEP Haridwar contributes about 44% of
India‟s total installed capacity for power generation with total capacity of Thermal, Nuclear &
Hydro Sets of over 45000MW currently working at a Plant Load Factor of 76% and Operational
Availability of 86%. Inspite of acute recession in economy, BHEL Haridwar received recent
orders for Mejia-5&6, Sipat, Bhatinda, Chandrapura, Bakreshwar, Santaldih, Bhilai, and
Dholpur.
 12

RELEVANCE OF RECRUITMENT AND SELECTION PROCEDURES IN HR

Recruitment and selection procedure is a vital factor of an organization. If it is not done properly
the production procedure will be hampered. Hence productivity will fall down. So the
organization will be in trouble and it will affect the employer- employee relationship. So
recruitment and selection procedure should be done in proper and correct manner. The new
candidates should timely replace the vacant post so that the production of the BHEL does not
hamper. By this the productivity will increase and the organization will gain profit. So the
employer will be happy and will not hesitate to distribute bonus and increments to the workers.
The workers will also be more motivated to work. Hence there will be harmonious relationship
in the organization. It will also stabilize the organization in the long run.

MY OBJECTIVE OF STUDYING RECRUITMENT AND SELECTION FOR MY

STUDY – JUSTIFICATION

Basically recruiting is the discovering of potential candidates for actual or anticipated

organizational vacancies. It also can be said in another way that bringing together those with jobs
to fill and those seeking jobs.

It is important to study Recruitment and Selection because through it I can identify our human
resource needs. I can know what kind of people must be selected to fill up the specified
vacancies.

The ideal recruitment effort will attract a large number of qualified applicants who will take the
job if it is offered. It should also provide information so that unqualified applicants can self
select themselves out of job candidacy, that is, a good recruiting program should attract the
qualified and not attract the unqualified.

Recruiting people is done by various ways, for the study first I have to know the recruiting
sources. There are internal and external sources as well as employee referrals/recommendation.

In this project I am studying recruitment and selection process of.BHEL to find out actual
 13

recruitment and selection process of a BHEL Company is my main objective of study. Earlier
various studies are made in automobiles industries, pharmaceuticals industries and others. But
this time I am settled my mind to study this for a public sector company to understand the image
of the organization, attractiveness of the job, internal policies, about the union Govt. requirement
recruiting budgets etc.

Through this kind of surveys I will be able to achieve real recruitment program of BHEL where
for all kinds of operational level technical qualification is needed. I also have the picture of
Selection cost of the BHEL.It is very interesting to study recruitment and selection process as it
will give me light when I will work in HR department in my future corporate life. That‟s why I
choose this topic

THEORETICAL PERSPECTIVE

RECRUITMENT AND SELECTION PROCESS

Recruiting is the discovering of potential applicants for actual or anticipated organizational

vacancies. In other words, it is a „linking activity‟ bringing together those with job and those
seeking jobs. As Yodel and other point out: “Recruitment is a process to discover the sources of
manpower to meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of an efficient
working force.”

Recruitment has been regarded as the most important function of personnel administration,
because unless the right type of people is hired, even the best plans, organization charts and
control systems would not do much goods. Flippo views recruitment both as „positive‟ and
„negative‟ activity. He says: “It is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization. It is often termed positive
in that it stimulates people to apply for jobs to increase the „hiring ration‟, i.e., the number of
applicants for a job. Selection, on the other hand tends to be negative because it rejects a good
member of those who apply, leaving only the best to be hired”.
 14

FACTORS AFFECTING RECRUITMENT

Most of the organizations, whether large or small, do engage in recruiting activity, though not to
the same extent. This differs with:

1. The size of the organization;

2. The employment conditions in the community where the organization is located;

3. The effects of past recruiting efforts which show the organization‟s ability to locate and keep
good performing people;

4. Working conditions and salary and benefit packages offered by the organization – which may
influence turnover and necessitate future recruiting;

5. The rate of growth or organization;

6. The level of seasonally of operations and future expansion and production programs; and

7. Cultural, economic and legal factors, etc.

Factors governing recruitment may broadly be divided as internal and external factors.

The internal factors are:

(i) Recruiting policy of the organization;

(ii) Human resource planning strategy of the HDFC BANK ;

(iii) Size of the organization and the number of employees employed;

(iv) Cost involved in recruiting employees, and finally;

(v) Growth and expansion plans of the organization.

The external factors are:

(i) Supply and demand of specific skills in the labor market;

(ii) Political and legal considerations such as reservation of jobs for SCs, STs, and so on.

(iii) BHEL image-perception of the job seekers about the BHEL.

 15

CONCEPT REGARDING RECRUITMENT

Recruitment is a two-way street: it takes a recruiter and a recruitee. Just as the recruiter has a
choice whom to recruit and whom not, so also the prospective employee has to make the
decision if he should apply for that organization‟s job. The individual makes this decision
usually on three different basis, the objective factor, critical contact, and subjective factor.

“The objective factor theory views the process of organizational choice as being one of weighing
and evaluating a set of measurable characteristics of employment offers, such as pay, benefits,
location, opportunity for advancement, the nature of the work to be performed, and educational
opportunities.”

“The critical contact theory suggests that the typical candidate is unable to make a meaningful
differentiation of organization‟s offers in terms of objective or subjective factors, because of his
limited or very short contact with the organization. Choice can be made only when the applicant
can readily perceive the factors such as the behavior of the recruiter, the nature of the physical
facilities, and the efficiency in processing paper work associated with the application.”

“The subjective factor theory emphasis the congruence between personality patterns and the
„image‟ of the organization, i.e., choices are made on a highly personal and emotional basis.”

STEPS ON RECRUITMENT PROCESS

As was mentioned earlier, recruitment refers to the process of identifying and attracting job
seekers so as to build a pool of qualified job applicants. The process comprises five inter-related
stages, viz.,

(i) Planning,

(ii) Strategy development,

(iii) Searching,

(iv) Screening, and

(v)Evaluation and control

 16

STEPS OF RECRUITMENT PROCESS

Personal Human Recruiting Needs Selecting Qualified Placing New

Resource Planning Personnel Personnel Employees on Job

Developing Sources of Search Evaluating

Potential Employees For Potential Recruiting
Employees Effectiveness

Upgrading in Same
Personnel Position
Research
Internal
Sources Transferring To New Job
Job Posting

Promoting to Higher
Responsibilities

Employee
Referrals

Evaluating For Selection

Advertising

External Souting
Sources

Before an organization activity begins recruiting applicants, it should consider the most likely
source of the type of employee it needs. Some companies try to develop new sources, while most
only try to tackle the existing sources they have. These sources, accordingly, may be termed as
internal and external.
 17

INTERNAL SOURCES

Internal sources are the most obvious sources. These include personnel already on the pay-roll of
an organization, i.e., its present working force. Whenever any vacancy occurs, somebody from
within the organization is upgraded, transferred, promoted or sometimes demoted. This source
also includes personnel who were once on the pay-roll of the BHEL but who plan to return or
whom the BHEL would like to rehire, such as those on leave of absence, those who quit
voluntarily, or those on production lay-offs.

Merit: The use of an internal source has some merits:

(i) It improves the morale of employees, for they are assured of the fact that they would be
preferred over outsiders when vacancies occur.

(ii) The employer is in a better position to evaluate those presently employed than outside
candidates. This is because the BHEL maintains a record of the progress, experience and
service of its employees.

(iii) It promotes loyalty among the employees, for it gives them a sense of job security and
opportunities for advancement.

(iv) As the persons in the employment of the BHEL are fully aware of, and well acquainted
with, its policies and know its operating procedures, they require little training, and the
chances are that they would stay longer in the employment of the organization than a new
outsider would.

(v) They are tried people and can, therefore, be relied upon.

(vi) It is less costly than going outside to recruit.

Demerits: However, this system suffers from certain defects as well.

(i) It often leads to inbreeding, and discourages new blood from entering an organization.

(ii) There are possibilities that internal sources may “dry up”, and it may be difficult to find
the requisite personnel from within an organization.

(iii) Since the learner does not know more than the lecturer, no innovations worth the name
can be made. Therefore, on jobs which require original thinking (such as advertising,
style, designing and basic research), this practice is not followed.
 18

(iv) As promotion is based on seniority, the danger is that really capable hands may not be
chosen. The likes and dislikes of the management may also play an important role in the
selection of personnel.

This source is used by many organizations; but a surprisingly large number ignore this source,
especially for middle management jobs. In other words, this source is the lode that is rarely
mined. It is not only reasonable but wise to use this source, if the vacancies to be filled are within
the capacity of the present employees; if adequate employee records have been maintained, and
if opportunities are provided in advance for them to prepare themselves for promotion from
“blue-collar” to "White-collar" jobs.

EXTERNALSOURCES

These sources lie outside the organization. They usually include:

(i) New entrants to the labor force, i.e., young, mostly inexperienced potential employees -
the college students;

(ii) The unemployed -with a wide range of skills and abilities;

(iii) Retired experienced persons such as mechanics, machinists, welders; accountants;

(iv) Others not in the labor force, such as married women and persons from minority groups.

Merits: (i) External sources provide the requisite type of personnel for an organization, having
skill, training and education up to the required standard. (ii) Since persons are recruited from a
large market, the best selection can be made without any distinctions of caste, sex or color. (iii)
In the long run, this source proves economical because potential employees do not need extra
training for their jobs.

Demerits: However, this system suffers from what is called “brain drain,” especially when,
experienced persons are raided or hunted by sister concerns.

METHODS OR TECHNIQUES OF RECRUITMENT

Dunn and Stephens summarise the possible recruiting methods into three categories: direct,
indirect and third party.
 19

DIRECT METHODS

These include sending travelling recruiters to educational and professional institutions,

employees‟ contacts with public, and manned exhibits. One of the widely used direct methods is
that of sending of recruiters to colleges and technical schools. Most college recruiting is done in
co-operation with the placement office of a college. The placement office usually provides help
in attracting students, arranging interviews, furnishing space, and providing student resumes. For
managerial, professional and sales personnel, campus recruiting is an extensive operation.
Persons reading for MBA or other technical diplomas are picked up in this manner. For this
purpose, carefully prepared brochures, describing the organization and the jobs it offers, are
distributed among students, before the interviewer arrives. The DCM, TATAs, and other
enlightened firms maintain continuing contacts with institutions' placement officials with a view
to recruiting staff regularly for different responsible positions.

Sometimes, firms directly solicit information from the concerned professors about students with
an outstanding record.

Many companies have found employees' contact with the public a very effective method.

Other direct methods include sending recruiters to conventions and seminars, setting up exhibits
at fairs, and using mobile offices to go to the desired centers.

INDIRECT METHODS

Indirect methods involve mostly advertising in newspaper, on the radio, in trade, and
professional journals, technical magazines and brochures.

Advertising in newspapers and/or trade journals and magazines is the most frequently used
method, when qualified or experienced personnel are not available from other sources. Senior
posts are largely filled by such methods when they cannot be filled by promotion from within.

Advertising is very useful for recruiting blue-collar and hourly workers, as well as scientific,
professional, and technical employees. Local newspaper can be a good source of blue-collar
workers, clerical employees, and lower-level administrative employees.

The main point is that the higher the position is in the organization, or the more specialised the
skills sought, the more widely dispersed advertisement is likely to be. The search for top
 20

executive might include advertisements in a national periodical; while the advertisement of blue-
collar jobs is usually confined to the daily newspaper or regional trade journals.

The classified advertisement section of a daily newspaper or the Sunday weekly edition of The
Hindustan Times, The Times of India, The Tribune, Bharat Jyoti, The National Herald, The Free
Press Journal, The Pioneer, Amrit Bazar Patrika, The Economic Times, The Hindu, The Indian
Express etc., carry advertisements for all types of positions. Such advertisements enable
prospective candidates to screen themselves in order to find out whether they are fit for the job
for which the advertisement has been issued.

In order to be successful, an advertisement should be carefully written. If it is not properly

written, it may not draw the right type of applicants or it may attract too many applicants who are
not qualified for the job. It should be so framed as to attract attention -for example, by the use of
different sizes and types of print. The first line should limit the audience somewhat and the next
few lines should further screen out the readers who do not possess the necessary qualifications. It
should provide specific information on job requirements and opportunities for advancement, the
benefits to be enjoyed by working in the BHEL; and it should emphasize facts related to the
dignity of the job and to its professional aspects. “Frilly advertisements, containing exaggerated
claims and gimmicky appeals, are to be avoided.” Advertising can be very effective if its media
are properly chosen.

According to Advertisement Tactics and Strategy in Personnel Recruitment, three points need to
be borne in mind before an advertisement is inserted. First, to visualize the type of applicant one
is trying to recruit. Second, to write out a list of the advantages a BHEL offers; in other words,
why the reader should work for the BHEL.Third, to decide where to run the advertisement, not
only in which area but in which newspaper having a local, state or nation-wide circulation.

Many organisations often place what is referred to as a blind advertisement, one in which there is
no identification of the organisation. Respondents are asked to reply to a „Post Office Box
Number‟ or to a consulting firm that is acting as an intermediary between the applicant and the
organisation..
Other methods include advertising in publications, such as trade and professional journals, and
radio or television announcements, as is done by many Indian manufacturers.
 21

SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps of stages. The objective of selection process is to
determine whether an applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.

Selection is a long process, commencing from the preliminary interview of that applicants and
ending with the contract of employment.

The hiring procedure is not a single act but it is essentially a series of methods or steps or stages
by which additional information is secured about the applicant. At each stage, facts may come to
light, which may lead to the rejection to the applicant. A procedure may be compared to a series
of successive hurdles or barriers, which an applicant must cross. These are intended as screens,
and they are designed to eliminate an unqualified applicant at any point in the process. This
technique is known as the successive hurdles technique. Not all selection processes include all
these hurdles. The complexity of a process usually increases with the level and responsibility of
the position to be filled.

Selection processes or activities typically follow a standard pattern, beginning with an initial
screening interview and concluding with the final employment decision. The traditional selection
process includes: preliminary screening interview; completion of application form; employment
tests; comprehensive interview; background investigations, physical examination and final
employment decision to hire.

ESSENTIALS OF SELECTION PROCEDURE

The selection procedure adopted by an organisation is mostly tailored made to meet its particular
needs. The thoroughness of the procedure depends upon two factors:

First, the nature of selection, whether faulty or safe, because faulty selection affects not only the
training period that may be needed, but also results in heavy expenditure on the new employee
and the loss that may be incurred by the organisation is case the job-occupant fails on his job.

Second, the policy of the BHEL and the attitude of the management. As a practice some
companies usually hire more than the actual number needed with a view to removing the unfit
persons from the jobs.
 22

The hiring process can be successful, if the following preliminary requirements are satisfied:

(i) Someone should have the authority to hire. This authority comes form the employment
requisition, as developed by an analysis of the work-load and work force.

(ii) There must be some standard or personnel with which a prospective employee may be
compared, i.e., there should be available, beforehand, a comprehensive job description
and job specifications as developed by a Job Analysis.

(iii) There must be a sufficient number of applicants from whom the required number of
employees may be selected.

STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are,

therefore, generally long and complicated. Many employers make use of such techniques and
pseudo-sciences as phrenology, physiognomy, astrology, graphology etc., while coming to hiring
decisions. However, in modern times, these are considered to be unreliable measures.

The following is a popular procedure though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening;

2. Application blank – a fact-finder which helps one in learning about an applicant‟s

background and life history;

3. A well conducted interview to explore the facts and get at the attitudes of the applicant and
his family to the job;

4. A physical examination – health and stamina are vital factors in success;

5. Physiological testing to explore the surface area and get an objective look at a candidate‟s
suitability for a job;

6. A reference check;

7. Final selection approval by manager; and communication of the decision to the candidate.
 23

STEPS

RECEPTION OF APPLICATIONS

PRELIMINARY INTERVIEW
PHYSICALLY UNFIT PERSONALLY OBJECTIONABLE OR UNFACOURABLEGENERALIMPRESSION

APPLICATION BLANK

PSYCHOLOGICAL TESTS

INTERVIEW

BACKGROUND
INVESTIGATION WAITING
UNFAVORABLE SECOND IMPRESSION

(REFERENCE CHECK)
UNFAVORABLE PERSONNEL DATA

LIST OF
DESIRABLE
FINAL SELECTION
UNFAVORABLE TEST SCORE

APPLICANTS
UNFAVORABLE PREVIOUSHistory

BY INTERVIEWERS

PHYSICAL EXAMINATION
PHYSICALLYUNFIT

NEGATIVE DECISION
PLACEMENT
 24

RECRUITMENT AND SELECTION POLICY IN BHEL-AS PER THE VIEWS OF H.R.

MANAGER

BHEL is a public sector company. Around 14878 employees are working in BHEL. The
BHEL has a well established recruitment and selection policy. The policy asserts the
objectives of the recruitment and provides a framework of implementation of their
recruitment programme in the form of procedures.

This policy involves filling a vacancies with the best qualified individuals. There is no special
occasion or time for recruitment in BHEL.. Whenever the BHEL identifies recruitment needs,
the recruiters prepare profile for each category of workers and accordingly work out the main
specification, decide the sections and department where they should be placed and identify the
particular job responsibility which may be assigned to them. The BHEL follows various sources
of recruitment. These are:-

1. Media

- The BHEL also recruit through media. For this the BHEL uses vehicles like newspapers,
magazines etc. They prefer this media basically when large volume of people are
required.

2. Web- based recruitment

- The BHEL also gives recruitment notice in the web and they recruit through the web.

3. Employee reference

- The BHEL also recruits from friends and relatives of present employees.

4. Consultancy

- Whenever necessary the BHEL take the help of the consultancy for recruiting candidates.
This is also an important source for them.

Preferred sources of recruitment

Although there are various sources of employment, followed by the BHEL, i.e. external and
internal sources. But the BHEL mostly prefers the external source for recruiting the candidate.
 25

Costs involved in recruitment

Costs plays an important role in recruitment. The BHEL incurs various type of costs. These are:-

i. Travel cost ------ Cost incurred for travelling

ii. Constancy cost ------- Cost paid to the constancy firm

iii. Publication cost ------- Cost incurred for giving recruitment notice in newspapers and
magazines.

iv. Re- location cost ------ Cost incurred for transferring employees in other departments and
branches.

Reservation of jobs for SCs, STs, etc.

The BHEL follow reservation policy for SCs and STs etc for recruiting the candidates.

Criteria for the candidate

Mainly the criteria is role dependent. It depends on the job of the candidate. But the candidates
require highly personal and technical skills. The BHEL looks for both freshers and experienced
candidates. But in case of experienced candidates, minimum two years of experience is required.

Selection procedures followed in the BHEL

Candidates are recruited on the basis of written test and interviews. Candidates must have good
analytical reasoning ability and logical power.

Candidate has to go through three interviews in the selection process. Among them two technical
interviews and one Human resource interview is conducted. The BHEL look for technical and
job specification both in the candidate.

Job specification and Job description

The BHEL follows both Job specification and job description. For job description, document for
the next job is available to all the employees of the BHEL.By this, the employees can already be
aware about the next jobs they have to perform and it creates the delta between the current role
and the new role of the employees. By this the employees can upgrade or prepares themselves
for their new job.
 26

Trade union

There is trade union in the BHEL.

Views of HR Manager

According to the interview with the H.R. manager, I can infer that the BHEL has rarely suffered
from any faulty selection procedure. But it is also true that no BHEL is perfect in all respect,
which can be experienced that so, they don‟t need to bother about it.

The recruitment and selection procedure in BHEL is dynamic in the past years. That means it
keeps on changing every year and it always remains updated.
 27

ANALYSIS OF QUESTIONNAIRE FROM EMPLOYEES’ PERSPECTIVE ABOUT

RECRUITMENT AND SELECTION PROCEDURE IN BHEL

1. Working period of employees in the BHEL : -

Chart showing Service Period of the

employees as per our survey of 36 employes

within 1year
between1-2yr
between 2-3yr
between3-5yr

The above chart depicts that most of the employees are doing service as per my survey of 36
employees. Most of the employees are young in the organizations, they don‟t have the past
experience of any change in recruitment and selection.

On a survey of 36 employees done by us shows that employees completed 1 year of service

comprised 36.11%.

Similarly employees 1-2 years of service comprise 36.11. But there is only less number of
employees there about between 2-3 years comprised 19.44%. The rest i.e. 8.33% comprised of
the group of people who have been in the organization for 3-5 year. Most of my sample
employees comprised the group of software engineers doing various levels of software related
jobs such as Developer, Designer, and Team leader, Project Leader.
 28

2. Candidates willingness to join the BHEL

Most of the Indian candidate looks in for the salary package and job security before joining a
BHEL for job. All other things such as Reputation of the BHEL, working environment, job
prospects, location of the BHEL, career growth opportunity, they look these things in either in
isolation or in combination to each other as a whole as shown in the graph:

From the chart it can be understood that most of the employees are inspired by the salary package
of the BHEL which resembles the personal traits of the Indians. I can also see that matters much
followed reputation of the BHEL.BHELand working environment, which comprised 17% and 16%
respectively. Job prospect plays a minor role in the minds of a candidate who had already joined

Chart to showing candidates willingness to

join the company

23% 17%

5%
11% 28%
16%
reputation of the company salary package
w orking environment job prospect
location of the company career grow th oppurtunity

the BHEL. Location of the BHEL(which comprised 5% of the sample size) where majority of the
employees are qualified with technical who in most of the cases dare to bother the location of the
BHEL.
 29

3. How candidates are recruited in the BHEL ?

There are various ways of recruiting candidates in the BHEL as depicted in the chart below :-

Chart showing candidates' recruitment process

Written exam

Written
exam&interview
85% 6%
8% Written
exam,gd&interview
6% 3%
others

From the chart it is quiet clear that theBHEL adopts various process for recruiting the right
candidate. Actual recruitment procedure followed by the BHEL is by conducting written
examination followed by interview which comprised 85% of my sample survey of 36 employees.
But still some candidates are also chosen through written exam, Gd &interview comprising only
6% and others comprising only 3%. These „others‟ include the reference of the existing
employees within the organization itself.

4. Changes occurred in Recruitment and Selection Procedure

In This question I was looking for any sort of changes at list during the preceding five years.
Every year there are some changes take place in recruitment and selection process for better
result and production. It is such an industry where in every moment some innovation takes place.
So the BHEL some new skills to achieve the required fulfillment.
 30

For the last couple of years the BHEL is focusing more on interview to give more chances to the
fresher. This resembles that the BHEL recruitment policy, the BHEL needs for greater
committed employee and also motive behind concentrating more on fresher, as it is the belief
from BHEL perspective to be working smartly with full enthusiasm. They are also updated with
the current concepts.

5. Organization’s attempt to reduce employee turnover ratio:

I gave 4 options to the employees to know what the organization is doing to reduce employee
turnover ratio. These are: -
 
 Better salary package
 
 More benefits
 
 Changing / Improving working conditions
 
Better promotion / Career Development Opportunity

After summarizing all the 36 respondent‟s view, the data I have found out are: -


Better salary package (7)

More benefits (2)

Changing / Improving working conditions (4)

Better promotion / Career Development Opportunity (22)
 Can‟t say (2)

 Nothing (3)
 31

Corresponding to this data I have drawn a pie chart below:-

Employee turnover ratio

Better salary
package
3 2 7
More benifits
2
Improvement of
working condition

4 Career
development
22 opportunity
Company not
doing anything

So it is evident from the pie chart that majority of the respondents (22) have mentioned Better
promotion / Career Development Opportunity for the retention of employees and thereby
reducing the employee turnover ratio. Only 7 respondents have mentioned more benefits as the
reason.

Satisfaction level of employees

All the employees are satisfied with their jobs, so they don‟t want to suggest any further
recommendations for recruitment and selection procedure. Only one respondent has suggested
that the organization should look more into employee referral.

Job security

Since it is BHEL so growth opportunity is immense. The facility provided by the organization
are up to the mark. So overall employees are satisfied with the job. As far as job security is
concerned it is high.I have given 6 points out of 10 for job security.
 32

6. Promotion/Career growth oppurtunities

ON THE BASIS OF MY INTERACTION WITH THE EMPLOYEES I CAME TO KNOW

THAT MOST OF THE EMPLOYEES HAVE MENTIONED CAREER GROWTH
OPPORTUNITY, AS THE REASON OF JOINING THE ORGANIZATION. ALL OF
THEM ARE SATISFIED WITH THE CAREER GROWTH OPPORTUNITIES. SO ON
THIS BASIS I HAVE GIVEN 9 POINTS FOR THIS ASPECT.

Working conditions

The working environment in the BHEL is excellent. Most of the employees are
satisfied with the working conditions in BHEL. On the basis of my perception. I have given 9
out of 10 for working conditions.

Management loyalty

There is a very good relationship between the employees and the management. Management
is always helpful and also cooperative to the employees. They are loyal to the organization
.On the basis of my interview with the Human resource manager I have come to know about
it and I have given 7 points out of 10 in this respect.

Tactful discipline

I have seen during my two visits to the organization and according to the interview with the
HR Manager the organization follows tactful discipline. Even the organization is very much
strict to it. So according to my perception I have given 9 out of 10 for discipline.

Appreciation

The appreciation is one of the basic factors for motivation. The BHEL always appreciates its
employees for good performance. Even the employees are rewarded for that. Because if the
employees are not appreciated for their good performance they will not be motivated to do
extra work. So it is very much essential step for the motivation of the employee. The BHEL
provides yearly increments, bonuses,PP on special occasions to motivate the employees .So
on this ground I have given 7 points out of 10.
 33

Understanding

The management has good understanding with the employees . Employees get an equal
opportunity to express their views at frequent intervals. Both key elements Cooperation and
coordination are followed in the organization to get the best results.

On this ground I have given 8 points out of 10.

Attitudes of the employees towards their job

According to my interactions with the employees I came to know that most of the employees
are satisfied with their job. On this basis I have given 7 points out of 10.
 34

SUMMARY OF SURVEY FINDINGS.

1. I have given various options for joining of the candidates in the organization in the
questionnaire. Also I got more options from the employees while interacting with them.
Most of the employees (28%) have mentioned the salary package as a reason for joining
the organization. 16% of the employees have mentioned or pointed it out the working

Employees satisfaction

Feeling'in' on things 7

Understanding 8

Appreciation 7

Tactful Disipline 9

Management Loyalty 7

Interesting Work 6

Working Condition 9

Promotion 9

Job Security 6

Good Salary 7

Good Job Prom Worki Intere Mana Tactfu Appre Under Feeli
Salar Secur otion ng sting geme l ciatio standi ng'in'
Y ity Condi Work nt Disipli n ng on
Series1 7 6 9 9 6 7 9 7 8 7
Rating scale

environment as the reason for joining the organization. 17% talked about the reputation of
BHEL and 23% mentioned about career growth opportunity. So I can say salary package
and career growth opportunity are the more attractive to the employees.

2. From the analysis of recruitment and selection procedure it is clear that for recruiting
employees BHEL mainly conduct written examination followed by interview. Written
exam is mandatory for mainly all types of recruitment. For selection of the technical
candidates they have to go through three mandatory interviews, out of which two are
technical interviews and one is the interview with the Human Resource head.
 35

CONCLUSIONS AND SUGGESTIONS

During my Summer Training at BHEL, Hardwar on the project Recruitment process

in bhel and EVA, I have observed some weak and strong points of the company,
which are following:
As it is not only the analysis which makes the decision, furthermore good judgments
and interpretation depends upon the intelligence and ability of the analyst.

On seeing the liquidity position of BHEL. I conclude that it is not very good as
the current assets are in the form of inventories and debtors. The debt
collection period is high and inventories are least liquid current assets. So
maintaining the inventories are relatively costly affair for the company and the
management must have to investigate properly. It is very necessary so that
fund should not be blocked unreasonably. Efficient inventory management is
 required in BHEL.

On seeing the leverage position of the BHEL, I conclude that it is very good as
the stake of owners in company is continuously increasing and its long term
debt continuously decreasing it means that company is paying its debt
  face any risk in investing in BHEL as also
promptly and creditors will not
BHEL is giving assured ROI.

On seeing turnover, fixed assets and current assets turnover of company
goes on increasing which is a good indicator as it brings commensurate gain
and also the average collection goes on decreasing but management should
 take more efficient steps to reduce it.

On seeing the profitability of the BHEL its overall performance is very good. A
  values of EPS and DPS results, investors feel safe to
continuous increase in the
invest money in BHEL.

On seeing the performance over EVA it can be said that company is doing good
in their core field. And growth of the EVA shows the unit’s strong position in their
business. This growth is also shows a good sign from shareholders point of view.