A

SUMMER TRAINING PROJECT REPORT

ON
“Analysis of Recruitment & Selection at Rosa
Power Supply Company Ltd”

Submitted in partial fulfillment of the requirement

For the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
SESSION (2022-2024)

INVERTIS UNIVERSITY, BAREILLY (UP)

SUBMITTED TO: - SUBMITTED BY: -

Faculty Guide: Utkarsh Verma Name: Akshara Shukla
Designation: Class: MBA
University Roll No: 222012133
 CERTIFICATE OF ORIGINALITY
(To be filled in by the student in his / her handwriting)

I______________________________Rol lNo.______________________________
a full-time bonafide student in first year of Master of Business Administration (MBA)
Programme of Invertis University, Bareilly. I hereby certify that this project work
carried out by me at
____________________________________________________________________
_____and the report submitted in partial fulfilment of the requirements of the
programme is an original work of mine under the guidance of the industry mentor
_________________________ and faculty mentor
______________________________, and is not based or reproduced from any
existing work of any other person or on any earlier work undertaken at any additional
time or for any other purpose, and has not been submitted anywhere else at any time.

(Student's Signature)

Date:__________________

(Faculty Mentor's Signature)

Date:__________________
 ACKNOWLEDGEMENT

It is my pleasure to be indebted to various people, who directly or indirectly contributed to

this work’s development and influenced my thinking, behavior, and acts during the course of
study.
I express my sincere gratitude to Mr. Saurabh Bamotra and Invertis University, Bareilly
for providing me an opportunity to undergo summer training at RADISSON BLU PLAZA
DELHI AIRPORT.
I am thankful to Mr. Namit Pandit and Ms. Ishwarya Nitta for his support, cooperation,
and motivation provided to me during the training for constant inspiration, presence and
blessings.
I also sincerely appreciate Mr. Saurabh Bamotra, who provided valuable suggestions and
precious time in accomplishing my project report.
Lastly, I would like to thank the almighty and my parents for their moral support and my
friends with whom I shared my day-to-day experience and received lots of suggestions that
improved my quality of work.

Akshara Shukla
(Name of the student)
 EXECUTIVE SUMMARY

This executive summary provides a concise overview of the analysis conducted on the recruitment
and selection processes at Rosa Power Supply Company Ltd. The analysis aimed to assess the
efficiency, effectiveness, and compliance of the company's hiring practices
.
The analysis revealed that Rosa Power Supply Company Ltd utilizes a multifaceted recruitment
process, which includes job postings on various platforms, employee referrals, and recruitment
agencies. The company has a comprehensive job description for each role, ensuring a clear
understanding of job requirements.

The selection process involves multiple stages, such as resume screening, interviews, assessments,
and reference checks. Rosa Power Supply Company Ltd uses a structured interview format to
evaluate candidates' skills and competencies

The company emphasizes job descriptions, promoting clarity in job expectations. The use of
structured interviews helps assess candidate suitability. Multiple sourcing channels contribute to a
diverse pool of applicants.

While a structured interview format is used, there is room to enhance interviewer training. The
analysis highlighted potential biases in the selection process, which need addressing. There is scope
for streamlining the recruitment process to reduce time-to-hire and cost.

The company is generally compliant with labor laws and regulations, though there is a need to
ensure diversity and inclusion practices are aligned with local and international standards.

Enhance Training: Conduct interviewer training to minimize biases and standardize the interview
process D&I Initiatives: Develop and implement diversity and inclusion programs to ensure a more
inclusive hiring environment. Streamline Process: Optimize the recruitment process to reduce time-
to-hire and costs while maintaining quality

The analysis of recruitment and selection at Rosa Power Supply Company Ltd demonstrates
several strengths and areas for improvement. By addressing these findings and implementing the
recommendations, the company can further enhance its talent acquisition practices, leading to a
more diverse, efficient, and effective hiring process.

This executive summary serves as a condensed overview of the comprehensive analysis of the
company's recruitment and selection processes. The full analysis report provides in-depth insights
and details for each section.
INTRODUCTION
Recruitment

Recruitment refers to the overall process of attracting, selecting and appointing

suitable candidates to one or more jobs within an organization, either permanent or
temporary. The term may sometimes be defined as incorporating activities which
take place ahead of attracting people, such as defining the job requirements and
person specification, as well as after the individual has joined the organisation, such
as induction and on boarding. Recruitment canal so refer to processes involve din
choosing individuals for unpaid positions, such as voluntary roles or training
programmes.

Depending on the size and practices of the organization, recruitment may be under
taken in-house by managers, human resource general ists and/or recruitment
specialists. Alternatively, parts of the process may be undertaken by either public-
sector employment agencies, commercial recruitment agencies, or specialist search
consultancies.

The use of internet-based services and computer technologies to support all aspects
of recruitment activity and processes has become wide spread and has revolution
recruitment activities ranging from recruitment agencies sourcing candidates
through online job boards and social media, or human resource professionals using
assessment or job simulation programs as part of the selection process.

Internal

Internal recruitment refers to the process of a candidate being selected from the
existing workforce to take up a new job in the same organization, perhaps as a
promotion, or to provide career development opportunity, or to meet a specific or
urgent organizational need. Advantages of this approach include the organization's
familiarity with the employee and their competencies (insofar as they are revealed in
their current job), and their willingness to trust said employee. It can also be quicker
and can have a lower cost to hire someone from another part of the same
organization.

A temporary internal appointment for a period of a few months sometimes occurs,

after which the employee would normally be expected to return to their previous job.
This is known as a secondment; someone on a secondment is said to be seconded to
the new team. Secondments may also take place between relate organizations.
RECRUITMENT PROCESS

Job analysis

In situations where multiple new jobs are created and recruited for the first time, a
job analysis might be undertaken to document the knowledge, skill,ability,and other
personal characteristics required for the job. From these there levant information is
captured in such documents as job descriptions and job specifications. Often a
company will already have job descriptions that represent a historical collection of
tasks performed. Where already drawn up, these documents need to be reviewed or
updated to reflect present day requirements. Prior to initiating the recruitment stages
a person specification should be finalized to provide the recruiters commissioned
with the requirements and objectives of the project.

Sourcing

Sourcing is the use of one or more strategies to attract or identify candidates to fill
job vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centers, or in a variety of
ways via the internet. Alternatively, employers may use recruitment consultancies or
agencies to find other wises care candidates who may be content in their current
positions and are not actively looking to move companies. This initial research for
so-called passive candidates, also called name generation, results in a contact
information of potential candidates who can then be contacted discreetly to be
screened and approached.

SCREENING AND SELECTION

Suitability for a job is typically assessed by looking for that are required for a job.
These can be determined via: screening résumés (also known as curriculum vita or
CV); job application; Biographical Information Blanks which is an assessment that
asks for a more extensive background than an application; or a job interview.
Various psychological test scan be used to assess a variety of KSAOs, including
literacy. Assessment are available to measure physical. Many recruiter sand agencies
use applicant tracking systems to perform the filtering process, along with software
tools for psychometric testing and performance based assessment. Performance
based assessment is a process to find out if job applicants perform the
responsibilities for which they are applying. In many countries, employer are legally
mandated to ensure their screening and selection processes meet equal opportunity
and ethical standards.
In addition to the above selection assessment criteria, employers are likely to
recognize the value of candidates who encompass "soft skills" such as inter personal
or team leadership, and have the ability to reinforce the company brand through
behavior and attitude portrayal to customers and suppliers. Multinational
organizations and those that recruit from arrange of national its area so concerned
candidates will fit into the prevailing company culture. Though many hold attitudes
that are more enlightened and informed than past years, the word “disability” carries
few positive connotations for most employers. Research has shown that employer
biases tend to improve through first hand experience and exposure with proper
supports for employee and the employer making the hiring decisions, less influenced
by the disabled applicant perceive contribution. As for most companies, money and
job stability are two of the contributing actors to productivity, which in return
equates to the growth and success of a business. Hiring disabled workers produce
more advantages than disadvantages. Disabled workers are more likely to stay with
the company and make their a work a career than most due to the fact that they
appreciate having a job and are more stable because they a work at high levels.
There is no difference in the daily production of a disadvantaged worker. Given
Their situation, they are more likely to adapt to their environment surroundings and
acquaint themselves with equipment, enabling them to solve problems and overcome
adversity as other employees. Companies are granted Disable Access Credit.
Although the reare eligibility requirements for these funds, it could assist with costs
of accommodations and other expenses. Additional management to supervise and
assist those who encounter problems are needed which causes employers to hire
more qualified personnel (in case supervisor unavailable) and equate to higher
wages, double shifts and incentives. Ensuring adequate space and property changes
such as ramps, restricting parking spaces and posting handicap signs can be fairly
inexpensive, transformations still have to be in place and tedious. Sometimes
companies loose skilled workers due to depth of responsibility entailed in overseeing
employees that are less advantaged.

Lateral hiring

"Lateral hiring "refers to the hiring of some one into a position that is at the same
organizational level or salary. It could mean hiring someone from another, similar
organization, possibly luring them with a better salary and the promise of better
career opportunities. An example is the recruiting of a partner of a law firm by
another law firm. A lateral hire may also refer to an employee moving from one
position to another within the same organization.

APPROACHES
There area variety of recruitment approaches and most organizations will utilize a
combination of two or more of these as part of a recruitment exercise or to deliver
their over all recruitment strategy. There are six common models:

● In-house or human resources personnel may in some case still conduct all
stages of the recruitment process. In small er organizations, recruitment may be
done by individual managers or recruiters. More frequently, while managing the
overall recruitment exercise and the decision-making at the final stages of the
selection process, external service providers may undertake the more specialized
aspects of the recruitment process.

● Social Media Recruitment is the new trend which can implement in the
current recruitment process. Social media helps to drive passive candidates and
indirectly helps to create brand awareness about the company. A few tools
commonly used by social media recruiters are LinkedIn, Facebook, Twitter,
Google+, etc.

● Out sourcing of recruitment to an external provider may be the solution for

some small businesses and at times for large organizations.

● Employment agencies are established as both publicly funded services and as

commercial private sector operations. Services may support permanent, temporary,
or casual worker recruitment. They may be generic agencies that deal with providing
unskilled workers through to highly skilled managerial or technical staff or so-called
niche agencies that specialize in a particular industrial sector or professional group.

● Executive search firms recruit for executive and professional positions. These
firms operate across arrange of models such as contingency or retained approaches,
and also hybrid models where advertising is also used to ensure a flow of candidates
alongside relying on networking as their main source of candidates.

● Internet recruitment services include recruitment websites and job search

engines used to gather as many candidates as possible by advertising a position over
a wide geographic area. In addition, social network sourced recruitment has emerged
as a major method of sourcing candidates.
TYPES OF RECRUITMENT PROCEDURE

In-house

Many employers under take their own in-house recruitment, using their human
resources department, front-line hiring managers and recruitment personnel who
handle targeted function sand populations. In addition to coordinating with the
agencies mentioned above, in-house recruiters may advertise job vacancies on their
own website and other job boards, coordinate internal employee referrals, target and
headhunt external candidates(much like an external agency or search firm), work
with external associations, trade groups and/or focus on campus graduate
recruitment. Some large employers choose to out source all or some of their
recruitment process (recruitment process outsourcing), however a more common
approach is for employers to introduce referral schemes where employees are
encouraged to source new staff from within their own network.
INTERNAL RECRUITERS

An internal recruiter(alternatively in-house recruiter or corporate recruiter) is

member of a company or organization and typically works in the human
resources department. Internal recruiters may be multifunctional, serving in an HR
generalist role or in a specific role focusing all the time on recruiting. Activitiy survy
from firm to firm but may include, screening CV so résumés, conducting aptitude or
psychological testing, interviewing, undertaking reference and background checks,
hiring; administering contracts, advising candidates on benefits, onboarding new
recruits and conducting exit interviews with employees leaving the organization.
They can be permanent employees or hire das contractors for this purpose. Contract
recruiters tend to move around between multiple companies, working a teach one
for a short stint as needed for specific hiring purposes. The responsibility is to filter
candidates as per the requirements of each client.

Employee referral

An employee referral program is a system where existing employees recommend

prospective candidates for the job offered, and in some organizations if the
suggested candidate is hired, the employee receives a cash bonus. Job seekers may
also be referred or recommended by a third-party affiliate within a particular field
based on certain criteria resulting in a lead or interview with a potential future
employer.

In some cases the organization provides the employee referral bonus only if the
referred employee stays with the organization for stipulated in duration
(mostcases3–6months). Referral bonus depends on the grade of the referred
employee, higher the grade then higher the bonus however, this method is not used
for senior level hiring.

OUT SOURCING

An external recruitment provider may suit small organizations without the facilities
to recruit. Typically in large organizations, a formal contract for services is
negotiated with a specialist recruitment consultancy. These are known in the industry
as Recruitment Process Outsourcing. Recruitment process outsourcing may involve
strategic consulting for talent acquisition, sourcing for select departments or skills,
or total outsourcing of the recruiting function.
On-campus

Job Interview

Sometimes companies send recruiters to colleges to interview prospective

employees.

EMPLOYMENT AGENCIES
For more details on this topic, see employment agencies.

Employment agencies operate in both the public and private sectors. Publicly funded
services have along history, often having been introduced to mitigate the impact of
unemployment in economic downturns, such as those which form part of the New
Deal program in the United States, and the Job centre Plus service in the UK.

The commercial recruitment industry is based on the goal of providing a candidate

to a client for a price. At one end of the spectrum, there are agencies that are paid
only if they deliver a candidate that successfully stays with the client beyond the
agreed probationary period. On the other end, there are agencies that are paid a
retainer to focus on a client's needs and achieve milestones in the search for the
right candidate, and then again are paid a percentage of the candidate's salary when
a candidate is placed and stays with the organization beyond the probationary
period.
The agency recruitment industry is highly competitive, therefore agencies have
sought out ways to differentiate themselves and add value by focusing on some area
of the recruitment lifecycle. Though most agencies provide abroad errange of
service offerings, at the two extremes are the traditional providers and the niche
operators.

Traditional agency

Also known as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment consultants
then work to match their pool of candidates to their clients' open positions. Suitable
candidate are short-listed and put forward for an interview with potential employers
on a contract or direct basis.

Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of
their focus, these firm scan very often produce superior results due to their ability to
channel all of their resources into networking for a very specific skill set. This
specialization in staffing allows them to offer more jobs for their specific
demographic, which in turn attracts more specialized candidates from that specific
demographic over time building large proprietary databases. These niche firm stend
to be more focused on building on going relationships with their candidates as is
very common the same candidates are placed many times throughout their careers.
Online resources have developed to help find niche recruiters. Niche firms also
develop knowledgeon specific employment trends with in the or industry offocus
(e.g.,the energy industry) and are able to identify demographic shifts such as aging
and its impact on the industry. Financial arrangements operated by agencies take
several forms, the most popular are:

● A contingency fee paid by the company when an agency introduced candidate

accepts a job with the client company. Typical fees range from 15% to 35% based on
the candidates first-year base salary (fees as low as 12.5% can be found online). This
type of recruitment usually has are bateor replacement guarantees hould the
candidate failt perform or leave within as et period of time (of tenuptoa three-month
period and as much as a 100% rebate).
● An advance payment that serve as a retainer, also paid by the company, is
nonrefundable and paid in full depending on outcome and success (e.g., 40%
upfront, 30% in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters

● Hourly charge for temporary workers and projects. A negotiated hourly fee in
which the agency is paid and then pays the applicant as a consultant for services as a
third party. Many contract sallow a consultant to transition toa full-time status upon
completion of a certain number of hours with or without a conversion fee
EXECUTIVE SEARCH FIRMS OR HEAD HUNTERS

An executive search firm or "headhunter" is industry terms for a third-party recruiter

who seeks out candidates often once normal recruitment efforts have failed.
Headhunters are generally considered more aggressive than in-house recruiters or
may have existing industry experience and contacts. They may use advanced sales
techniques. They may also purchase expensive lists of names and job titles but more
often will generate their own lists. They may arrange a meeting or a formal
interview between their client and the candidate and will usually prepare the
candidate for the interview, help negotiate the salary and conduct closure of the
search. They are frequently members in good stand in of industry trade groups and
associations. Headhunters will often attend trade shows and other meeting nationally
or even internationally that may be attended by potentiall candidates and hiring
managers.

Head hunters are typically small operations that make high margin so candidate
placements (sometimes more than 30% of the candidate’s annual compensation).
Due to their higher costs, head hunters are usually employed to fill senior
management and executive level roles. Head hunters areal soused to recruit very
specialized individuals; for example, in some fields, such as emerging scientific
research areas, there may only be a handful of top-level professionals who are active
in the field. In this case, since there are so few qualified candidates, it makes more
sense to directly recruit them one-by-one, rather than advertise inter nationally for
candidates. While in-house recruiters tend to attract candidates for specific jobs,
headhunters will attract both candidates and actively seek them out as well. To do so,
they may network, cultivate relationships with various companies, maintain large
data bases, purchase company directories or candidate list sand cold call prospective
recruits.

Headhunters are increasingly using social media to find and research candidates.
This approach is often called social recruiting.

Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world, able to combine
there search aspects (discovering passive candidates) of recruiting and combine
them with the ability to make hires for their clients. These firms provide competitive
passive candidate intelligence to support companies' recruiting efforts. Normally
they will generate varying degrees of candidate information from those people
currently engage din the position a company is looking to fill. These firms usually
charge a daily rate or fixed fee. Executive research can help companies uncover
names that cannot be found through traditional recruitment methods and will allow
internal recruitment and resourcing managers more time to deal with face to face
interviews.

Internet recruitment services Recruitment websites

Such sites have two main features:

Job boards and a résumé/curriculumvitae (CV) database. Job boards allow member
companies to post job vacancies. Alternatively, candidates can upload a résumé to be
included in searches by member companies. Fees are charged for job postings and
access to search resumes. Since the late1990s,the recruitment website has evolved to
encompass end-to-end recruitment. Website scapture candidate details and then pool
the min client accessed candidate management interfaces (also online). Key players
in this sector provide e-recruitment software and services to organizations of all
sizes and within numerous industry sectors, who want toe-enable entirely or partly
their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment help
organizations attract, test, recruit, employ and retain quality staff with a minimal
amount of administration. Online recruitment websites can be very helpful to find
candidates that are very actively looking for work and post their resumes online, but
they will not attract the "passive" candidates who might respond favorably to an
opportunity that is presented

to them through other means. Also, some candidates who are actively looking to
change jobs are hesitant to put their resumes on the job boards, for fear that their
companies, co-workers, customers or others might see their resumes.

Job search engines

The emergence of meta-search engine sallows job-seeker to search across multiple
websites. Some of these new search engines index and list the advertisement of
traditional job boards. These sites tend to aim for providing a "one-stop shop" for
jobseekers. However, there are many other job search engines which index sole ly
from employers' websites, choosing to bypass traditional job boards entirely. These
vertical search engines allow job-seekers to find new positions that may not be
advertised on traditional job boards, and online recruitment websites.

Recruitment agency directories

The emergence of the Internet provided the functionality to provide recruitment

agencies with a low-cost a lternative to advertising. Unlike a standard directory,
these niche directories have helped those searching for employment representation, a
way to narrow down their requirements based on their own job-searching
requirements. Recruitment agencies are then able to showcase their services directly
to those looking. Omm Rudra Placement Services Badam badi, Cuttack

SOCIAL RECRUITING

Social recruiting is the use of social media for recruiting including sites like
Facebook, Twitter, and LinkedIn. It is a rapidly growing sourcing technique,
especially with middle-aged people. On Google+, the fastest-growing age group is
45-

54.OnTwitter,the expanding generation is people from ages 55–64.

Mobile social recruiting is rapidly expanding. CareerBuilder ran are cent survey of
the Fortune 500 companies and discovered that 39% of people in the United States
use stablet computers. Another recent survey done by Glassdoor. com revealed that
43% of candidates research company policy, culture, and history all within the
fifteen minute time period before an interview begins. However, 80% of Fortune 500
companies fail touse mobile-optimized career sites.

Candidate Paid Recruiters

Some recruiters work by accepting payments from job seekers, and in return help
them to find a job. Such recruiters often refer to themselves as "personal marketers"
and "job application services" rather than as recruiters.

Strategic talent acquisition

Talent acquisition is the targeted recruitment/acquisition of high performing teams

for example; in sales management or financial traders into a company from a
competitor or similar type of organization. Organization requiring external
recruitment or head-hunting firms are now employing "talent acquisition" specialists
whose job it is to identify, approach and recruit top performing teams from
competitors. This role is a highly specialized role akin to that of a traditional
recruiter/headhunter specialist but carrying greater visibility and strategic
importance to a business. In many cases the talent acquisition person is linked
directly to a company's executive management, given the potential positive impact a
company can be ne fit from by getting high-performance sales People into the
business, while moving the same performing sales people from competitors.
 RECRUITMENT & SELECTION PROCESS

The selection process is aimed at finding and hiring the best candidates for job
openings. This process is often depicted as a funnel. 50 candidates may apply to a
function, five of them are invited for an in-person interview, and one person is
selected in the end.

The selection process always starts with a job opening. This job opening should
have a clearly defined function profile that includes criteria like minimum years of
work experience, educational background, and being proficient in certain skills.

Once this job opening is published and advertised, candidates flow in – hopefully!
This is where the selection funnel starts. The funnel consists of seven stages.

The 7 stages of the selection process

1. Application

After the job opening has been posted, candidates can apply. The amount of people
applying depends on the company, the specific function, and the availability of work
and workers.

The number of applicants can range between zero and thousands, depending
primarily on the size of the company, the type of job and the industry, and on how
successful your sourcing strategy and employer brand are. Google, for example,
receives around 3 million applications a year. This means that on average more than
400 people apply per job opening.

But the number and type of applicants also depend on your job advert. In fact, the
way a job ad is written, meaning the words and language used in it, has a direct
impact on the people you attract. A tool like Textio uses data and machine learning
to help companies optimize their job adverts and make sure the text reflects not only
what they are looking for in a candidate, but also what they are about as a company.

2. Screening & pre-selection

The second step is the initial screening of candidates. This can happen in multiple
ways.
• Resume screening. The most commonly known technique is resume or CV
screening. Resume screening helps to assess if candidates comply with the criteria
needed for the job. If you require 5+ years of work experience and you see that a
college graduate applied, you can easily disqualify this person. Thankfully, there are
great tools available that can do the resume screening for you, ranging from built-in
resume screening tools that are part of an ATS to resume screeners that use artificial
intelligence to predict the quality of hire.
• Phone screening/ chatbot. After the resume screening, often a phone
screening happens. This helps to align expectations between the candidate and
employer. The recruiter can ask the questions they had after screening the
candidate’s resume. In addition, the recruiter can walk through a checklist that may
include topics like pay expectations, full time or flexible commitment, starting date,
and other potential deal-breakers. Since this is a fairly standard procedure, having a
chatbot ask these questions is also an option.

As mentioned briefly above, these days, technology enables us to do these screening

in an automated way. One example are chatbots, which ask candidates questions and
make the interview interactive. An example is a large engineering company that
implemented a chatbot intended to optimize the recruitment process and keep
candidates engaged. The data showed that after the chatbot was implemented,
completion rates went up from 74% to 96%, an increase of 22 percentage points.

• Pre-selection. Pre-selection is a powerful screening method that helps to weed

out potential mismatches. Pre-selection tools provide assessments that can include
cognitive testing, a job sample, or other tests that help to predict the quality of the
new hire. Sometimes the resume screening is included in these tools. Pre-
employment assessment tools often also include a realistic job preview. This shows
both the positive but also the negative sides of the job, resulting in a more truthful
description of the good and bad aspects of a given job.

This helps to align expectations between employer and employee and leads to better
hires.

These pre-selection tests are often used for functions with a high volume of
applicants, in other words, for high-volume recruiting. To give an example of such a
test, a sales rep might be assessed on their service orientation and how much they
smile on video. These screening tools ‘weed out’ the obvious misfits so only the
most suitable candidates remain.

The goal of this second phase is to reduce the number of candidates from a large
group to a manageable group of between 3-10 people that can be interviewed in-
person. Be aware that not all pre-selection tools and screenings are fully accurate.
Oftentimes there is a trade-off between accuracy and convenience. You usually don’t
want all your candidates to go through a 4-hour online assessment because they
might drop out, so you settle for a 15-minute test that’s less accurate.

3. Interview

The third step in the funnel is the best known and most visible of them all: the job
interview. The job interview involves the candidate being interviewed by their direct
manager or the recruiter to assess how well-suited they are for the job.

The interview offers some insight into a person’s verbal fluency and sociability. It
also provides the opportunity to ask the candidate questions related to the job and it
presents the opportunity to sell the job to the candidate.

There are two kinds of interviews, the unstructured and structured interview. In a
structured interview, a standardized set of questions is used. This provides the
interviewer with a uniform method of recording information and standardizing the
rating of the applicant’s qualifications.

In scientific literature, the structured interview has proven to be almost twice as

reliable as the unstructured interview (Schmidt & Hunter, 1998). The structured
interview enables the interviewer to accurately compare candidates and to make the
best decision purely on data.

Besides having standardized questions, a common method used in interviews is the

STAR method. This method offers a structured way to retrieve information from the
candidate. STAR is an acronym for:

• Situation. Have the candidate describe the situation that they were in.
• Task. What goal was the candidate working towards?
• Action. Have the candidate describe in detail what actions they took to make
the best of the situation and complete their task.
• Result. Have the candidate describe the outcome of the action and ask what
the candidate learned.

4. Assessment

We already briefly discussed assessments in the second step. Where the pre-
selection, or screening, is used to roughly weed out the least suitable candidates, the
full assessment usually is more accurate (although pre-employment assessments can
be very accurate too nowadays). When used well it is a highly accurate and reliable
tool to select the best candidates. Indeed, the scientific literature shows that an
assessment is just as reliable in predicting job performance as the structured
interview!
Good assessments are either a General Mental Ability (GMA) test (also known as an
IQ test) or testing the employee’s personality using a Five-Factor Model of
Personality. Higher IQ is associated with faster learning and higher top performance.
This means that for high IQ candidates the Time to Optimum Productivity is lower
and candidates are likely to perform better.

When it comes to personality, more conscientious candidates perform better in their

job. Candidates who score high in conscientiousness are often described as hard-
working, dutiful, achievement-oriented, and detail-oriented. The literature shows
that one’s level of conscientiousness influences around 10% of one’s job
performance.

Other assessments include work sample tests, integrity tests, and job knowledge
tests. Literature shows that work sample tests are especially reliable. A best practice
is, therefore, to have candidates do a case study or solve a real problem during their
interview. The quality of a candidate’s work is usually easy to compare with the
other applicants, adding an important data point to the final decision.

Assessments and interviews are sometimes switched around. A full assessment is

usually expensive but it will save considerable time interviewing candidates who are
potentially unsuited for the role.
5. References and background check

In this stage, you have reduced the long list of candidates to a shortlist of one to
three candidates. An essential step is the reference check.

Reference checks are a way to confirm your perception of the candidate. Ask the
candidate to give you references and follow up on these. If during the interview you
have doubts about a certain competency or skill, the reference check is an excellent
way to gather more information from different perspectives.

A background check is commonly used for government functions and other jobs that
involve access to highly confidential information. The use of background checks is
also culturally determined. Countries like the U.S. use it more than most European
countries for example. The background check can also be a prerequisite before
applying and be a part of the pre-selection. An example is a certification of good
conduct or other criminal record checks for teaching positions and other jobs that
involve a high responsibility for others.

6. Decision

The next step is making the decision and choosing the candidate with the greatest
future potential for the organization. Sometimes this means picking someone less
qualified at the moment – but who is committed to growing and staying with the
organization longer.

The decision is best made based on a data-driven approach. In practice, this means
pre-defined criteria on which each candidate is rated during the selection process.
The best candidate is then chosen and given an offer.

Hiring decisions ideally are data-

driven but

ultimately made by humans.

7. Job offer & contract

After the company has made the decision, the selection process isn’t over. The
candidate still needs to accept the offer.

At this point, the organization should have all the information that will make the
candidate say yes.

This has been retrieved during the phone screening and job interview.

The offer is then made to the candidate. If the offer is accepted a contract is drawn
and signed. Only when the employment contract is signed by all parties, will the
selection process be completed.

Metrics used in the selection process

Several important metrics should be tracked when it comes to the selection process.
These are indicators of how well you are performing in your selection process. For
more information, check our full article on recruiting metrics.

• Time to fill. The time it takes to find and hire a candidate. A long time to fill is
an indication of an inefficient selection process.
• 90-day attrition. Attrition within the first three months is a clear indication of
a bad hire – that you as an organization are responsible for. The estimations of the
cost of a bad hire differ between sources but are estimated to be between 50% to
200% of their annual salary. It is recommended to treat every case of 90-day attrition
as a critical HR incident that should be analyzed and prevented the next time
through better communication, selection, onboarding, and management.
• First-year attrition. Similar to the 90-day attrition.
• Candidate experience. How did the candidates rate their experience in this
selection process? This is an important indicator as candidates are often a fan and/or
customer of your brand – that’s why they want to work for you! Happy candidates
might (one day) be customers or refer customers to you.
• Selection process funnel effectiveness. Because selection goes through a
funnel with multiple steps, knowing the effectiveness of the funnel helps. You don’t
want 50% of your

100 applicants to pass to your interview phase, otherwise, you’ll only be

interviewing for the full year.

• Quality of hire. This metric measures how well a new hire is performing after
a year in their job. This is usually rated by their manager in the annual performance
appraisal. If the quality of hire is consistently good, it is an indication that the
selection process works.
EMPLOYEE LIFE CYCLE
MANAGEMENT

The 6 Stages of the Employee Life Cycle

1. Attraction

The first stage of the employee life cycle is the employee attraction stage.
Regardless of how innovative and strong your product or service is, without the
attraction and retention of great talent, your company will fail. This makes the
attraction stage one of the most crucial aspects to any organization’s growth strategy.

The attraction stage is the only stage that occurs before you have an open position in
the company. Also referred to as the employer brand, it is the projection of the image
of your organization as a great place to work, both in the minds of current employees
as well as key stakeholders in the external market. This means that active and
passive talent candidates, clients, customers, and potential stakeholders have a
positive perspective of how it is to work within your company.

In order to build a great employer brand and succeed in the employee attraction
stage, there are several key tips you can follow:

• Raise Brand awareness. Have your managers attend seminars and

conferences regularly, seek out speaking opportunities, and be a regular contributor
or sponsor of popular industry magazines, websites, and blogs. This will help build
up your profile within the industry as a great place to work.
Be known to have a great culture. Regardless of external marketing tactics, the
employee remains the most valuable and convincing promoter for any company. By
having a fantastic company culture, you only increase the chances that your existing
employees will regularly tell others about how great it is to work within your
organization. You can also amplify these efforts by sharing insights into your culture
publicly using company social media accounts.

• Offer attractive benefits and compensation. Being competitive with

compensation is one of the most obvious efforts your company can make to appeal
to the top talent in your industry. This does not mean you need to pay the most to
attract the best, but you should never pay the least. Seek out opportunities to provide
softer benefits in addition to your existing ones, such as team lunches, birthdays off,
and so on.

2. Recruitment

The second stage of the employee life cycle is the employee recruitment stage, the
period where you seek out and recruit the best talent to join your organization.
Recruitment can occur as a result of an existing role becoming vacant, or a new
position being created altogether. The best types of recruitment plans offer an
optimal candidate experience, support collaborative hiring centered around clear
criteria and processes, and provide meaningful data that can be used to improve
hiring results over time.

In order to succeed in recruiting the right talent for your team, here are several key
tips to include in your recruitment stage:

• Ask for referrals from your existing team. Perhaps one of the best
recruitment strategies out there is a referral from one of your own employees. As
active members of the industry, they likely know several people who could be a
perfect fit for the role you are trying to fill. However, be careful not to hire close
friends or family of existing team members, as this can make the dynamic more
challenging. Typically, these referrals will share a similar value set also.

Try out various recruitment platforms. Sticking to only one major recruitment
website or media severely limits your candidate pool. Ask yourself where it is that
your ideal candidates frequent their visits. This could be an industry meetup, or a
lesser-known but growing industry magazine that many new potential industry
leaders are subscribed to.

• Be specific in who and what you are looking for. A sure-fire way to limit the
chances of recruiting the most suitable candidates for a role is to publish vague
employment advertisements. While being broad can be useful in casting a wider net,
you should still be careful to outline all the pre-requisites to save you and the
candidate’s time in applying and assessing.
• Involve your employees. In addition to encouraging them to refer potential
candidates, you can also ask your existing employees to help determine the best
requirements for the role. Your team members can even assist you in reviewing the
resumes and qualifications of potential candidates, if you see appropriate. Another
useful way you can involve your employees is to request that someone in a very
similar role joins in on the interview process, in order to assess the candidates that
best fit within the team.

3. Onboarding

The next stage of the employee life cycle model is the employee onboarding stage.
Occurring after you have recruited the top talent, the onboarding period is critical to
getting your new hires well-adjusted to the organizational environment and
performance aspects of their new job as quickly and smoothly as possible. During
the onboarding stage, new employees cover more indepth aspects of their position,
identify the attitudes, knowledge, skills, and behaviors that are required to function
effectively within the organization.

Making new hires feel welcomed in the team and well-acclimatized to the nature of
both their role and the organization is critical to drawing out long-term contributions
and engagement. Here are some key strategies you can employ to ensure that the
onboarding stage of your company’s employee life cycle run smoothly for all
concerned:

Have a job description. It does not have to be a long and academic analysis of the
demands of the job but aim to have a single page outline that lists the most important
duties of the role, as well as any associated experience and skills.

• Discuss the company’s vision and values. Laying out your company values
and vision and discussing what they all mean with your new hire is a vital
component of any onboarding process. Clarify any questions they may have and get
a sense of what the values mean to them, ensuring their perspective aligns with
success.
• Outline your expectations clearly. The job description will carry some of the
detail, but it is still critical to lead each new hire through the expectations you are
asking from them, along with explaining why they are important to company
success.
• Do follow-ups regularly. Completing the first week’s induction stage and
then leaving the new hire to fend for themselves is bound to result in a rapid decline
in employee performance. Schedule face to face meetings with each new employee
after a few weeks, checking in on how they are managing, what challenges they may
have found integrating with the team, and so on.

4. Development

The following stage of the employee life cycle model is the employee development
stage. It is during this period that you begin to consistently encourage professional
development amongst your team, which acts as a catalyst in their skill development,
and also helps provide them with a future career path within the company.

Some key tips you can follow to improve the professional development stage of your
employee life cycle model include:

• Encourage external learning. Providing your team members with

opportunities to attend relevant conferences and seminar yields tremendous benefits
for their skill development (many are available as virtual offerings online). A good
way to do this is to regularly send them at the company cost or offer all employees a
company-covered budget for their own initiated event attendance.

Assess knowledge and skills together. In order to best identify an employee’s key
skills and areas of expertise, managers should work with the employee directly.
Leveraging their own insight into their performance, you can then plan out and
prioritize the areas that require further development. This is also one of the best
ways to establish an open, honest feedback-driven relationship between you and
your employees.

• Encourage your team members to be responsible for their own

development. In order to ensure employees, remain focused, you should encourage
them to each develop a professional action plan. This plan should set out to help
them develop their abilities and increase their chances of career advancement. You
can either collaborate with them on this process or provide a general template to the
whole team that they can follow to complete their own simple plan.
• Reward the employees who learn in their own time. Many of your team
members likely take part in regular informal development outside of their normal
work hours. When you hear of a staff member doing this, make a point of finding
out more about it, and sincerely thank them for their efforts and ensure they know
they are appreciated.
5. Retention

The fifth stage of the lifecycle model is the employee retention stage. It is here that
you focus your energies on keeping your top employees, and ensuring they are
happy and sufficiently challenged in their respective roles within the team. The
influence of company culture goes a long way in this stage. If the culture in your
organization is poor, it inevitably leads to a high employee turnover rate, meaning
you will have to face replacement costs regularly. Improving the retention stage is a
great way to counteract this risk and promote longevity and satisfaction amongst
your team’s career paths.

Some tips to help ensure you are retaining your key people, and improving the
employee retention stage of your lifecycle model, include:

• Hire the right people. In order to retain the top talent, you need to first attract
and recruit the top talent. This is where the success of your attraction and retention
stages can be
measured – if you were careful in your process and approach of who you hired to begin
with, then you will stand a better chance of keeping the right employees in your team.

• Cultivate great relationships with your team members. Building and fostering an
open, honest, and respectful relationship with everyone on your team is critical to keeping
them motivated to stay with your company.
• Openly communicate your organizational mission and team aspirations. In order
to improve your employee retention rate, you first need to ensure that your team thoroughly
understands and is committed to the same mission and direction as the company. You
should be regularly communicating with them on where they belong within the company,
and how their specific roles and accomplishments help the organization to execute its
mission.
• Seek out employee feedback and measure team morale frequently. For smaller
companies, a weekly face to face meeting with the team can be useful, where you set out to
discuss how the team is progressing and identify any problems or issues they are facing.
Another useful tool can be employee pulse surveys. If you want to regularly measure team
morale, and seek out constant effective feedback, utilizing shorter employee survey tools or
implementing an online feedback mechanism such as Sprigg’s Continuous & 360 Degree
Feedback tool can be particularly useful.
• Understand what motivates your employees. No one employee is the exact same,
and in turn, no one thing will motivate every single employee to work hard. Understanding
what drives and motivates various team members means that you can engage your
employees and ideally retain them.

6. Separation

The final stage of the employee life cycle is the employee separation stage. For most
employees, there comes a point where their employment lifecycle will reach its conclusion,
whether from retirement, new employment, or for personal reasons. Treating the separation
process with equal importance as the onboarding process and being equally as strategic in
how you approach this stage, is critical. When a team member leaves, it has an effect on
other members.

It is the responsibility of the manager and HR professionals within the company to ensure
that the employee who is leaving, exits in a way that doesn’t cause major disruption. If you
find yourself faced with a situation where a key employee separates from your organization
unexpectedly, there are a few key tips you can use to minimize the effects of that
disruption:

• Understand the reasoning behind the resignation. What an employee states as

their reason for resignation, and what the actual reasons are, are often not the same. Aim to
dig deep at what truly caused the separation, so you can avoid the circumstances that led to
it in the future.
• Remain positive. You will feel a sense of loss at a top performer leaving your team
but it does not mean that you will never find another great employee to replace them.
• Ask for honest feedback. When someone leaves a company, conduct an exit-
interview as it is one of the greatest opportunities to glean honest feedback about what it’s
truly like to work in the organization.
• Remind the team to keep looking ahead. Oftentimes, the loss of a valued employee
can cause a decrease in overall team morale. Aim to concentrate of reaffirming
commitment to the remaining team members, reminding them that while their departure is
disappointing, the team will ultimately recover and grow as a result of it.
ABOUT THE ORGANISATION

Reliance Anil Dhirubhai Ambani Group (now referred as Reliance Group and legally
Anil DhirubhaiAmbani Ventures Limited) is an Indian conglomerate, headquarter in
Navi Mumbai, India. The company, which was formed after DhirubhaiAmbani’s business
empire was divided up, is headed by his younger son Anil Ambani. It has a market
capitalization of 890 billion (US$14 billion) and net assets worth 1800 billion (US$29
billion). The Reliance Group has a business presence that extends to over 20,000 towns and
450,000 villages in India, and around the globe.

The shareholder base is over 12 million, among the largest in the world. The group is
present in many business sector across India including technology, financial services,
construction, entertainment, media, real estate, energy, healthcare, manufacturing, aviation,
natural resources, food and beverages, hospitality, transportation and logistics.

HISTORY

Reliance group was founded by DhirubhaiAmbani in 1966 as a polyester firm. Dhirubhai

started the equity cult in India. Reliance later entered into financial services, petroleum
refining, power sector. By 2002 Reliance had grown into a US$15 billion conglomerate.
After the death of DhirubhaiAmbani on 6 July 2002, Reliance was headed by his sons. The
group was formed after the two feuding brothers MukeshAmbani and Anil Ambani, split
Reliance Industries. Anil Ambani got the responsibility of Reliance Infocomm, Reliance
energy, Reliance Capital and RNRL. This led to a new beginning called Reliance. Later this
group entered the power sector through Reliance Power and the entertainment sector by
acquiring Adlabs.
 CHAIRMAN’s PROFILE

Anil DhirubhaiAmbani, born on 4th June, 1959, in Mumbai. He is the younger son of
visionary entrepreneur Shri Dhirubhai Ambani and lives with his mother Kokila ben
Dhirubhai Ambani in Mumbai.

Grduated (B.sc. in Science) from K.C. College, Mumbai University and MBA at Wharton,
University of Pennsylvania.

He is married to former actress – Tina Munim and his two sons – Jai Anmol and Jai
Anshul.

He has a elder brother Mr. Mukesh Ambani and two younger sisters Mrs. Dipti Salgaocar
and Mrs.

Nina Kothari.
Corporate:

Anil Dhirubhai Ambani is one of the India’s leading business leaders and founder of the
Reliance Groups; whose constituent business enterprises are engaged in pivotal roles in the
ongoing economic transformation of India.

He is the Chairman of the Reliance Group; including, Reliance Communication, Reliance

Capital, Reliance infrastructure, and Reliance power.

Anil or ADA, as he is often referred to by his colleagues, founded the Reliance Group in
2006 and in less then 10 years, the Reliance Group has built a leadership position in major
growth sectors of the Indian Economic, including telecommunications, generations,
transmission and distribution of renewable and non- renewable sources of power, national
road highways, metro rail system, cement, financial services, education, healthcare, media
and entertainment.

BOARD OFDIRECTORS OF RELIANCE

Shri Anil DhirubhaiAmbani

Chairman
 Dr. V.K. Chaturvedi

Former Chairman and Managing Director of Nuclear Power

Corporation of India Limited.

Dr.YogendraNarain

Former Secretary- General, Rajya Sabha

D J Kakalia

Partner in Mulla&Craige, Blunt &Caroe, Advocates, Solicitors.

Top Management

Reliance Capital is anchored by a team of experienced and committed visionaries who are
dedicated towards scaling the company to greater heights through innovation and
excellence;thereby creating value for all our stakeholders.

NAME OF SOME TOP MANAGEMENTS

• Amit Bapna ( Chief Financial Officer, Reliance Capital)

• Anup Rau – (Chief Executive officer & Executive Director, Reliance Life Insurance)
• B Gopkumar (CEO – Broking & Distribution)
• K.V. Srinivasan (Chief Executive Officer, Reliance Commercial Finance)
• LavChaturvadi (Chief Risk Officer, Reliance Capital)
• MadhusudhanKela (Chief Investment Strategist, Reliance Capital)
• Mukesh Jain (Chief Technology Officer, Reliance Capital)
• Pushkar Singh Kataria (Chief People Officer, Reliance Capital)
• Rakesh Jain (Chief Executive Officer, Reliance General insurance)
• Sachin Bora (Chief Quality Officer, Reliance Capital)
• Sharad Goal (Chief Communications Officer, Reliance Capital)
• SundeepSikka (Chief Executive Officer, Reliance Capital Asset Management)

COMPANIES OF RELIANCE

RELIANCECAPITAL

Reliance Capital is one of the India’s leading private sector financial services
companies and ranks among the top 4 private sector financial services and banking
groups, in terms of net worth.

Reliance capital has interests in asset management and mutual funds; life and general
Insurance; commercial finance; equities and commodities broking; investment banking ;
wealth management services; distributions of financial products; exchanges; private equity;
asset reconstruction; property investment and other activities in financial services.
RELIANCECOMMUNICATIONLIMITED

Reliance Communication is India’s largest information and communications services

provider

With over 100 million subscribers. The company is the realization of our founder’s
dream of brining about a digital revolution that will provide every Indian with
affordable means of communicationnd a ready access to information.

The flagship company of Reliance Group , Reliance Communications began operations

in 1999 and has over 50 million subscribers today. It offers a complete range of
integrated telecom services. They include mobile and fixed line telephony;
broadband, national and international long distance services, data services
and a wide range of value added services and applications aimed at enhancing
the productivity of enterprises and individuals.

RELIANCE GLOBALCOM

RelianceGlobalcom, a division of Reliance Communication, spearheads the Global

Telecom operations of India’s largest Integrated Telecom Service Provider.
Reliance Globalcom brings together the synergies of Reliance
communications Global Business encompassing Enterprises

Services, Capacity Sales, Managed Services and a highly successful bouquet of Retail
Products

&

services comprising Global Voice, Internet Solutions and Value Added Service. The
company serves over 1200 enterprises, 200 carries and 1.5 million retail
customers in 50 countries across 5 continents.

Reliance Globalcom owns the world’s largest private undersea cable system spanning
65000 kms seamlessly integrated with Reliance Communication over 110,000 kms of
domestic optic fiber providing a robust Global Services Delivery Platform connecting 40
keys business markets in India, the middle east, Asia, Europe, and the U.S. with its recent
acquisition of eWave World, a pioneer in the global Wimax space, Reliance Globalcom has
the capability to launch 4G services in over 50 countries. It has also acquired the Vanco
Group, enabling the company to provide managed services to over 230 countries across the
globe.
RELIANCEENTERTAINMENT

India is standing on the threshold of an experience and entertainment economy. It is at

the cross road of an existing phase that will shape its cultural and social framework
forever. Reliance

Entertainment has envolved out of the group’s vision of meeting young India’s aspirations
and assuming a leadership position in communications, media and
entertainment. Reliance

Entertainment is gearted to create a significant presence in business across various vectors

of content, internet, broadcast, and retail services and platforms for
distributions. The company strives to create converged services and
platforms for masses to access innovative, cutting edge content. Key content
initiatives include production and strategic collaboration in areas such as
gaming, movies, animation, music, broadcast, DTH and user-generated content, amongst
others.

RELIANCEPOWER

RelincePwer Limited Is a part of Reliance Group and is established to develop, construct

and operate power projects domestically and internationally. The company on
its own and through subsidiaries is currently developing 13 medium and large
sized power projects with a combined planned installed capacity of 28,200 MW,
one of the largest portfolios of power generation assets under development in
India.

RELIANCEPOWER

Introduction

The Reliance Power Projects provides detailed overview of this several assignments
undertaken by The Reliance Energy Limited, Instituted in the year of 1929, Reliance
energy Limited has become one of the pioneer companies in the present era, in the field of
generating,transmitting& distributing electrical energy.

A part of the Anil DhirubhaiAmbani group, the Reliance Energy Limited Company
supplies 28 billion voltage of electricity to more than 25 million customers of India. The
company has its power station in Kerala, Maharashtra, Goa , Andhra Pradesh & Karnataka
that produces a total of 941 MW of electrical energy.
PROJRCTSOFRELIANCEENERGYLIMITED

At present, Reliance Energy Limited is engaged in several projects in the area of

Engineering, Procurement and Construction (EPC) section of power generation. Apart from
the EPC project, the companies under Reliance Energy Limited are involved in other power
generating projects through the use of wind energy, hydro power, coal energy and natural
gas. The company has its bases in Arunachal Pradesh, Maharashtra, Uttarakhand and Uttar
Pradesh.

Reliance Energy Limited has also invested in several projects related to the development of
infrastructure that comprises the ambitious Mumbai metro rail project and many other
assignment of the National Highways Authority of India.

Some of the important projects that were undertaken by the Engineering, Procurement and
Construction (EPC) section of power generation in the past few years are:

Establishment of Reliance Energy Limited-SamalkotPower Station at Andhra Pradesh

Thermal Power Station in Dahanu in Maharashtra

Co-generation Power Plant on behalf of Godavari Sugar Mills Limited in Sameerwadi at

Karnataka.

BUSINESS ASSOCIATES OF RELIANCE ENERGY LIMITED

Reliance Energy Limited plays an active role in generating and transmitting electrical
energy to the remotest of areas with the collaboration of several public and private sector
companies. Some of the notable companies that work in close association with Reliance
Energy to produce and distribute electricity are:

• Western Electricity Supply Company of Orissa Ltd.(WESCO)

• BSES Kerala Power Ltd.
• Southern Electricity Supply Company of Orissa ltd.(SOUTCO)
• BSES Rajdhani Power Ltd.
• Reliance Energy Transmission Ltd.
• BSES Rajdhani Power Ltd.
• Reliance Energy Trading Ltd.
• North East Electricity Supply Company of Orissa Ltd.(NESCO)
• Utility Powertech Ltd.
AWARDSANDCERTIFICATES

A pivotal company in the field of power generation, Reliance Energy Limited has received
many awards in recognition of its service. The Reliance Power projects have helped to
spread electricity to every nook and corner of India. Below is the list of few of the rewards
awarded to the esteemed company:

• GreentechAward For Environment Excellencefor 2006 in the category of

environmental awards.
• NSC- Maharashtra Chapter –Safety Awards- 2005 for Lowest Accident Frequency
Rate in 2005 in the category of Safety Awards.
• CII-National Awards for Excellence in Energy Management for the year of 2006.
• International Quality Crown Awards in Gold Category awarded by Business Initiative
Directions (BID) in Spain.

The Reliance Power projects undertaken by the companies of Reliance Energy Limited
have enhanced the person of generating and distributing electricity by incorporating latest
technologies in the area of power generation.

TWO DIFFERENT TYPES OF POWER GENERATION SOURCES OF

RELIANCE:

COALBASEDPROJECT

Rosa Phase 1

Location: Uttar Pradesh

Capacity: 600MW Fuel Sources: Coal

Status :Operational
ROSA PHASE 2

Location :Uttar Pradesh

Capacity: 600 MW Fuel Sources: Coal

Status: Operationl

Butibori Power Project

Location: Maharashtra

Capacity: 600 MW Fuel Sources: Coal

Status: Operational
Sasan Ultra Mega Power Project

Location: Madhya Pradesh

Capacity: 3,960MW

Fuel Sources: Coal

Status: Operational

Krishnapatnam Ultra Mega Power Project

Location: Andhra Pradesh

Capacity: 4000MW

Fuel Sources: Imported Coal Status: Under

Implementation

Chitrangi Power Project

Location: Madhya Pradesh

Capacity:3,960MW

Fuel Sources: Coal

Status: Under Construction

 GAS BASED PROJECT

Samalkot Power Project

Location: Andhra Pradesh

Capacity:2,400 MW

Fuel Sources: Gas

Status: Under- Construction

COMPANY PROFILE
ROSA POWER SUPPLY COMPANY LIMITED (RPSCL)

BACKGROUND

Rosa Phase 1

600 MW of Coal based generation capacity at Rosa

village in Uttar Pradesh.

Rosa Power Plant is a 1,200MW of coal based generation capacity at Rosa village in
Shahjahanpur,

Uttar Pradesh. The power plant has been developed in two stages, with the first stage (Rosa
Phase 1) become commercially operational on 12 march, 2010.

It is also the first project of the company to become operational.

Rosa Power Supply Company Limited (RPSCL), the holding company of Rosa Powr Plant,
was incorporated on September 01, 1994 as a subsidiary of Aditya Birla Company. It was
later transferred to Reliance Power on November 1, 2006 and is now a fully owned
subsidiary of Reliance Power. It is a project that has received a considerable support from
Uttar Pradesh

Government with it being designed a ‘Priority Project’. The entire power generated has
been sold to Uttar Pradesh Power Corporate Limited (UPPCL). The Tariff for the power
generated by the plant has been determined in accordance with the terms and conditions of
the PPA by Uttar Pradesh Electricity Regulatory Commission.

The Construction for the Phase1 of the project began in June 2007 and by December 2009
the first unit of the project had started generating power. The Boiler, Turbine and Generator
(BTG) which are main equipment for the plant were supplied by Shanghai Electric
Corporation, China. The project uses Coal as a primary Fuel. The coal for the project is
being supplied from the AshokaCoal Mines of Central Coalfields Limited (CCL) a
subsidiary of Coal India Limited
(CIL). The coal mines are located in Jharkhand and the coal is begin transported by
Railways over a distance of 870 kms.

The power generated from the plant is being evacuated using the UP state’s transmission
network.

The water required from the plant is being evacuated using the UP state’s transmission
network . The water required for the power plant is sourced from Garrah River located a
Kilometer from the project.

The Phase1 of the project entailed an investment of Rs. 3000 Crore which was founded
with a debt equity ratio 70:30.

The entity 600MW plant is being efficiently run and managed by our professionally
qualified employees led by dedicated management.

KEY FEATURES

• Rosa Phase 1 employees subcritial Pulverized Coal Combustion (PCC) technology in

its power plant.
• The sale of the entire power to be generated from the project is secured through a
Power Purchase Agreement (PAA) with Uttar Pradesh Power Limited Company (UPPCL).
On a cost plus tariff basis based on terms & conditions of the PPA approved by the Uttar
Pradesh Electricity Regulatory Commission (UPERC).
• Central Coalfields, a subsidiary of Coal India Limited is supplying the fuel for the
power project.

ROSA PHASE 2

600MW of coal based generation capacity at Rosa village in Uttar Pradesh.

Phase 2
Rosa stage 2 is the second phase of the 600 MW coal based generation capacity which
became commercially operational in March,2012.

Of the Power generated from Stage2, entire 600MW is being sold to Uttar Pradesh Power
Corporation Limited (UPPCL) at a cost plus tariff based on the terms and conditions of the
PPA approved by Uttar Pradesh Electricity Regulatory Commission (UPERC).

The construction for the 600MW Rosa Phase 2 picked up in full swing after the financial
closure was achieved in July 2009. Phase 2 of the project entailed an investment of around
Rs. 3,100 Cr. and was funded with a Debt-Equity ratio of 75:25. The Boiler, Turbine &
Generator (BTG) which are the main equipments for the plant was sourced from Shanghai
Electric Corporation (SEC), China.

The project will use Coal a the primary fuel. The coal will be supplied from the Ashoka
Coal mines of Central Coalfields Limited (CCL), a subsidiary of Coal India Limited (CIL).
The coal mines are located in Jharkhand and the coal will be transported by Railways over
a distance of 870kms.

The entire 600MW of power generator for off-take by UPPCL will be evacuatedthrough a
dedicated transmission line to the UPPCL substation, located appeoximately 20km from the
project site. The water required for the power plant will be sourced from Garrah River
located a kilometer frm the project.

KEYFEATURES

• Rosa Phase 2 has entered into a Power Purchase Agreement (PPA) for its entire
generation capacity (600MW) with Uttar Pradesh Power Company Limited (UPPCL) on a
cost plus tariff bases based on terms and conditions of the PPA approved by the Uttar
Pradesh Electricity Regulatory Commission (UPERC).
• Central Coalfields, a subsidiary of Coal India Limited will be supplying the needed
fuel for the plant.
• The projects has achieved financial closure with a consortium of banks led by IDBI
Bank.

RECRUITMENT PROCESS AT RPSCL

The recruitment process at RPSCL. essentially starts with the Manpower Requisition
Form as per the manual provided by the Company. This form details the type of vacancy
that is existing for a particular department and the number of personnel and their
qualifications required for the job.
External sources of recruitment used at RPSCL.

• Recruitment through consultants

Manpower consultancies are an important source for providing prospective

candidates.

• Trainee Program Campus Recruitment

The primary objective of recruiting students from campus is to groom young and fresh
talent to fit into the organization’s culture through a well planned learning process. This
resource pool can be utilized to contribute a new perspective to the technical and non-
technical aspects of business.

• Job Portals

Job portals like www.naukri.com , www.monster.cometc are also a source of

recruitment at RPSCL .

Internal sources of recruitment used at RPSCL.

• CV Data Bank

The internal databank of cv’s is an important source of profiles, especially with regard to
local candidates. After the applications are received, they are screened and short-listed for
further processing.

• Employee Referral

Employee referral is an efficient and cost effective way of attracting qualified candidates.
Employees not only get the referral fee, but they also play a role in shaping the company’s
future.

• Outsourced Employee

Hiring an outsourced employee simplifies the induction process as the employee is

acquainted with the job complexities and the organization culture. The term “outsourced
employees” refers to the employees working in contract basis. These employees are on
the pay roll of an external agency and are primarily employed at entry level positions.
• Internal Job Posting

This method is used for identifying qualified internal candidates. It has the advantage of
redeploying people already acquainted with the company’s business processes and culture
and hence, job training can be reduced.

Screening of applications is done and the appropriate applicants are sorted out and
interview call.
 Organisation Chart
ROSA ORGANISATION STRUCTURE

Station
Director

Plant Coal
Coordination

Purchase & Head Head Finance &

Tech. services EHS HR & Admin
Contracts OPeration Maintenance Accounts

HR & Admin Organisation Structure

Head HR

NIC & Township

Administrator

Head Security& General Head Simulator &

Plant HR & IR CSR Legal & Liaison
Fire Adminstration Training

Fire Offic er Assistant Pl ant Assistant Training

AIMS AND OBJECTIVES OF THE STUDY

The main objectives of this project are:

● To study the recruitment procedure of employee used at RPSCL.

● To analyze the effectiveness of this very important function in terms of development
of the organization and the individual.

The business report covers two main areas of the organization strategy for recruitment and
selection.

The main Objective of this study to get the knowledge about the Contract Labour
Management, Joining& Relieving Process, On-boarding Policy of RPSCL.
CONTRACT LABOUR MANAGEMENT

Process Flow Of Labor Access Control System

Contract workmen will approaches at Entry Gates

(Material Gate/Rear Gate/ Sitapur Gate) for
entering plant / Township premises 10 minutes
before designate time of his duty

Worker punches his entry by recording print of

his finger ( biometric)/ Barcode on I card which
has been recorded earlier and is being
maintained in the database.

The card also will be physically inspected by

Security Guard on spot and photograph of worker
shall be matched.

Worker is granted entry inside plant premises.

Exit timings at the gate shall be 10 minutes after

the completion of shift timings to assist proper
handing /taking over of work at site.

Attendance report of contract workmen can be

generated on regular basis by Package -in-charge/
Department Head by login to Labour Workers
attendance portal.

Vendor shall submit previous month HR Statutory

Documents to HR Department for clearance
between 15th to 25th day of the current month.
ID Card Creation Process

1.Safety Induction &

After HR approval approval
Issue of work order to
Contract will ensure the •2.Test & Approval
Contractor
following- •3.Police Verfication
security approved.

HR will verify the data

Contractor submits copy
provided and will conduct Printing & Laminating of
of work order for issuing
workmen background ID Cards.
gate pass
verification

HR Verifies documents & Workmen/ Contractors

guides the vendor for date will be provided by
providing statutory contractor as per the
documents format provided by HR.
HR PROCESS
Joining Process

Relieving Formality

Guide in filling up joining report.

Check & verify personal documents.

Explain Components of CTC, Choice Pay

components. Assist in selecting choice pay
options.

Facilities in filling up forms & making aware of IT

forms, ID card, e-mail, SIM, Accommodation,
Club Membership, bank a/c opening.

Explain HR Policy, resolve policy queries.

Induction about RPSCL and working area to new
joinee.

Assist in Issue of safety PPE's, Basic stationary.

Organize plant visit, introduction with Head HR,

HODs, Station Director, Department Colleagues.

Coordination with concerned HOD for workplace

allotment and installation of IT assets.

Assist in creation of E-Mail ID.

Assist employee in overview of ESS & get his

reimbursement applied & processed.

Generation of Employee personal number.

Thereafter, Updating & maintaining the
employees Personal Data, CTC,Bank Details,
Educational Qualification, Previous Employment,
Medical Details & other details in SAP Module.
 File for resignation in ESS through E - Resignation.

System will trigger "Due Clearance" to respective departmental adminstrators (Admin,

Finance, HR, IT etc.) 7 days prior to the "Approved Relieving Date".The Mail will be trigger
to respective departmental administrators and the "Clearance Items" will be available in
their respective ESS.

System generated mail will be send to respective L1 with copy to Employee & HR. Post
discussion if the Subordinate agrees to continue with Reliance Power, then L1 to click in
the check box "Withdrawal Allowed". If the subordinate is firm to move on then, L1to
enter the final Relieving date in "Approved Relieving Date" field.

All Clearance administrators to login to their respective ESS on receipt of System

generated Mail & complete the clearance process.Exit Inteerview Form will be issued to
the Employee and the same needs to be duly filled by the employee. Exit interview will be
conducted by Hear HD.

Details of the resigned employeed are forwarded to Corporate HR for calculation of

recovery amount against shortfall notice period. IF the amount of recovery is more than
amount of earning it is communicated from corporate HR to site HR and further it is
conveyed to resigning employee. A cheque of recovery value is collected from employee
and submitted to site finance for realization. On confirmation of realization of recovery
amount from site finance, it is conveyed to Corporate HR for clearance.Based on clearance
from Corporate HR, resignation acceptance letter is issued to employee. Corporate HR
issues Relieving Letter, Services Certificate, Notice Period Shortfall certificate.
 On- Boarding Policy

The definition of employee onboarding differs from one organization to another. While the
process tends to be almost similar, the time-period and tasks involved make each
onboarding program unique.

Employee Onboarding is the process of introducing new employees to the organization’s

environment and culture. However, the time taken to achieve that might vary from one
organization to another.

A few organizations consider onboarding a one-day affair whereas others stretch it out for
18 months. However, for nearly all organizations, the employee onboarding process starts
right after the offer letter is sent to a prospective employee.

Objective :

• To provide a positive first impression of the organization.

• To provide comfortable and hassle free on boarding experience.
• To enable the new joiner get better connected to his peers/ colleagues for easy
alignment with the cultural milieu of the organization.

Scope :

• This policy shall cover all levels of employees across all geographical locations of
Reliance Power, its Associate Companies, its Subsidiaries & SPVs.
• This policy shall cover any additional Companies to be established within R-Power
Group unless it is decidedto have a separate policy for its purpose.

Process of On-boarding, Induction & Assimilation:

The company shall endeavour to make the On- boarding, Induction & Assimilation
experience soothing and delightful to the new joinee & shall be based on following
experiences:

• Pre-Joining Preparations
• Joining Experience
• On- boarding Experience
• Training & Induction Experience
• Assimilation Experience

1. Pre- Joining Preparations:

1.1 Seven days before the expected joining date, the HR coordinator shall collect and
keep the candidate’s file in order with all documents as mentioned below:
• Candidate CV,
• Application for Job,
• Candidate assessment sheet,
• Approval copy,
• Offer acceptance sheet,
• Medical fitness report,
• Reference check report/ Background checks report.
1.2 HR coordinator shall send to new joiner a Welcome Letter from HR Head along with
the Joining Kit consisting of following items:
• List of documents to be submitted at time of joining- ➢ Birth Certificate/Other Birth
Date Proof

 Contact Details: Permanent address proof

 Post Graduation Certificate
 Graduate Certificate
 HSC Certificate
 SSC Certificate
 Certificate of any additional courses or training
 Relieving Letter( Previous Job)
 Last Drawn Salary Slip
 Joining Report-

PF Form 2

PF Transfer Form 13

 Choice Pay Sheet

 Bank Details
 PAN Card Copy& Aadhar Card

• Brief of Job description /role & responsibilities

• HOD/Reporting manager name & contact number
• Buddy & Mentor name & their contact details • Name & contact numbers of support
services staff
• Guest house details/ travel details.
1.3 This will create a positive first experience for the new incumbent & reduce new
incumbent’s waiting time.
2. Joining Experience :
2.1 HR/ Admin coordinator shall give brief introduction about himself/ herself, the
company & the department.
2.2 HR /Admin coordinator will explain him/her about induction & orientation program
& other joining formalities.
2.3 The joining documents would be verified by HR coordinator as per joining
documents

checklist.
2.4 HR/ Admin coordinator shall give brief to new joiner about; Safe practices, Code of

Conduct, performance management system, job expectations, standards/

measurments, any other special conditions as specified in the offer of employment,

introduction about the company and the department.

2.5 HR/Admin coordinator shall also explain workplace reporting relationship-

Departmental organization chart & content oh HR Policy & procedures Manual.
2.6 New joinee shall then be escorted by HR / Admin coordinator to his/ her workstation

/ Cabin and following IT hardware/ software would be provided:

• IT Hardware:- Laptop/ Desktop

• Software:- Employee self services(ESS) portal login details, Lotus notes / Email ID
configurations & intranet portal on Laptop/ Desktop.
• Desk phone connection/ activation including STD/ISD calling facility.
• Mobile phone/ Data card.
• New joiner shall be introduced to be reporting manager, buddy, mentor & colleagues
3. On-Boarding Experience :
3.1 The reporter manager shall make the new employee understand his/ her role &

Expectations from the position.

3.2 By the end of the 7 days from the date of joining the new joinee shall be given the

payroll number, ID card & visiting card at his /her own location.

3.3 HR/ Admin Coordinator shall facilitates a detailed discussion between HOD,

reporting manager & joiner on the following areas:

• Department organization structure & reporting details

• Subordinates details
• Position description
• Duties & Responsibilities
• Expectations from job
• Job- related documents & procedures
• Performance evaluation process

3.4 Based on discussions between Superior & new joiner the KRA/ KPI shall be frezed

and communicated to new joiner by HR coordinator for entering the same ESS.
4. Induction & Training Experiences:
4.1 The new joiner shall undergo induction program as stipulated by the company
which include classroom session & plant vist .
4.2 On the job training shall be 15 days of learning plan ( including on-boarding &
induction period) prepared for the new joiner, specific to his/ her role, which
mentions day wise activities along with the responsibility column related to his/her
role. This will help him/ herlearn his/ her job / role in a more pragmatic way & in a
practical learning environment.
4.3 After completing of OJT period, the designated HR coordinator shall obtain
feedback from the new joiner about his joining experiences.
5. Assimilation Experience:
5.1 By the end of three months and also after six months of joining, HR coordinator
shall facilitate discussion between the new joiner and his reporting officer to provide
formal constructive feedback to the employee on his role, & performance etc. 5.2
Based on the feedback, the existing on-boarding process, induction and OJT
procedures shall be reviewed for timelines, friendliness and appropriateness.

5.3 A mentor shall also be assigned to the new joiner by HR coordinator after
successful completion of training and induction program. The new joiner can
discuss with mentor his/her career aspirations, learning needs, seek guidance for
progressive career growth and personal development in the company.

Exceptions/ Amendment/ Interpretation:

• The policy is subject to modification, amendment and alterations by the company at

any time without assigning any reasons or without giving any prior intimation to the
employees.
• The company reserves the right to interpret the meaning of this policy and/ or any
part thereof/ supplementary orders issued therein and such interpretation by Corporate HR
shall be final and binding upon all the Employees.

Review & Control:

• Overall administration of On- boarding and Induction policy shall be the

responsibility of corporate HR .
• Corporate HR in coordination with respective site HR shall ensure that each and
every new joiner is taken onboard after following due processes as mentioned in policy.
• Corporate HR shall periodically check and review to ensure that the recruiting HRs
are sending a joining kit 7 days before expected joining.
• Corporate HR shall periodically take feedback from new joinerto check whether he/
she is getting all the required inputs/ supports from all the stakeholders, whether the time
line is being adhered in terms of delivery of services and their overall experience.
• Corporate HR shall ensure that all the recruiting HRs are getting required training
and are familiar with the on boarding process and other HR policies to be followed.
• Corporate HR in coordination with respective site HR shall ensure selection &
appointment of Mentor has taken place for newjoiner in consultation with respective HR
head & Department/functional head.
• The policy shall be reviewed for ensuring its adequacy, completeness and absence of
any ambiguity by Corporate HR periodically.
• Suggestions received in writing shall also be reviewed by Corporate HR.
 METHODOLOGY
This Research involves the collection of primary data through survey approach because
data is to be collected only by meeting people of different age groups, different segments
and different working groups who are interested in doing work for earning money. Survey
helps to know that which type of persons’ profile has been more interested in earning
money.

Approached people through various means. We did cold calling, targeted on various
segments. Invited people for COPs, a meeting that talks about the career opportunity being
provided and the benefits that employee can avail once he starts with his work.

We mainly approached people ones who seemed to be on a look out for a job.

Once people are short listed and recruited, we follow a series of procedures through which
they are finally selected. The procedure is known as the selection process explained in
detail.
SPECIFIC INFORMATION
OF RPSCL
HUMAN RESOURCE AND HR POLICIES

HUMAN RESOURCES

DEFINATION

The company department charged with finding, screening, recruiting and training job
applicants, as well as administering employee-benefit programs. INVESTOPEDIA
EXPLAINS 'HUMAN RESOURCES (HR)

As companies reorganize to gain competitive edge, human resources plays a key role in
helpingcompanies deal with a fast-changing competitive environment and the greater
demand for quality employees. Research conducted by The Conference Board has found
six key people-related activities that human resources completes to add value to a company.

1.Effectively managing and utilizing people.

2. Trying performance appraisal and compensation to competencies.

3. Developing competencies that enhance individual and organizational performance.
4. Increasing the innovation, creativity and flexibility necessary to enhance
competitiveness.
5. Applying new approaches to work process design, succession planning, career
development and inter-organizational mobility.
6. Managing the implementation and integration of technology through improved
staffing. training and communication with employees.

HUMAN RESOURCE (HR) POLICIES

DEFINATION

Human resource policies are the formal rules and guidelines that businesses put in place to
hire, train, assess, and reward the members of their workforce. These policies, when
organized and disseminated in an easily used form, can serve to preempt many
misunderstandings between employees and employers about their rights and obligations in
the business place. It is tempting. as a new small business owner, to focus on the concerns
of the business at hand, and put off the task of writing up a human resource policy. All
business analysts and employment lawyers will advise a new business owner to get a policy
down on paper, even if it is a simple one drafted from a boilerplate model. Having policies
written is important so that it is clear to all what the policies are and that they are applied
consistently and fairly across the organization. Moreover, when issues concerning
employee rights and company policies come before federal and state courts, it is standard
practice to assume that the company's human resource policies, whether written or verbal,
are a part of an employment contract between the employee and the company.Without
clearly written policies, the company is at a disadvantage.

Small businesses and especially business startups cannot afford to fritter away valuable
time and resources on drawn-out policy disputes or potentially expensive lawsuits. Having
a human resource policy in place from the start can help to avoid this situation. The
business owner who takes the time to establish sound, comprehensive human resource
policies will be far betterequipped to succeed over the long run than the business owner
who deals with each policy decision as it erupts. The latter ad hoc style is much more likely
to produce inconsistent, uninformed, and legally questionable decisions that may cripple an
otherwise prosperous business. For as many small business consultants state, human
resource policies that are inconsistently applied or based on faulty or incomplete data will
almost inevitably result in declines in worker morale, deterioration in employee loyalty,
and increased vulnerability to legal penalties. To help ensure that personnel management
policies are applied fairly, business owners and consultants alike recommend that small
business enterprises produce and maintain a written record of its HR policies and of
instances in which those policies came into play.

ADVANTAGES OF FORMAL HUMAN RESOURCE POLICIES

Small business owners who have prepared and updated good personnel management
policies have cited several important ways in which they contribute to the success of
business enterprises. Many observers have pointed out that even the best policies will falter
if the business owners or managers who are charged with administering those policies are
careless or incompetent in doing so. But for those businesses that are able to administer
their HR policies in an intelligent and consistent manner, benefits can accrue in several
areas:

Communication with employees. A well written and thoughtfully presented human

resourcepolicy manual can establish the tone that a new business person wishes to maintain
within his or her business. Such a policy also serves to disseminating information about
what employees may expect from the company as well as what the employer expects from
the employees regarding work performance and behavior while on the job. Communication
with managers and supervisors. Formal policies can be helpful to managers andother
supervisory personnel faced with hiring, promotion, and reward decisions
concerningpeople who work under them.

Time Savings. Prudent and comprehensive human resource management policies can save
companies significant amounts of management time that can then be spent on other
business activities, such as new product development, competitive analysis, marketing
campaigns, etc. Curbing litigation. Members of the legal and business communities agree
that organizations can do a lot to cut off legal threats from disgruntled current or ex-
employees simply by creating and applying a fair and comprehensive set of personnel
policies.

ROLES

People like to have a clear understanding of their role in a company as well as the roles of
others. Every successful team has well-defined positions for its members: Everyone knows
what he or she is to do, how to do it and how their performance can impact those around
them. In business, this means you need to have clear reporting structures that spell out
who's in charge and how tasks are to be accomplished in the organization.

This approach applies not only to intradepartmental structures, but also to company-wide or
interdepartmental projects. In addition, role definition is a foundational part of establishing
clear performance expectations for each employee.

RULES

Managers and employees need to share a clear understanding of what is and what is an
acceptable behaviour within the company. Unfortunately, in today's workplace, an
employer can be held liable for the bad behaviour of an employee, especially when that bad
behaviour affects other employees, clients or individuals. Having a clear set of behavioural
expectations is critical to establishing that you're not contributing to that bad behaviour as
an employer.

Setting clear and specific behavioural standards in the form of rules establishes a
framework for spotting and addressing violations of those standards. If you rely on loosely
defined general standards that aren't properly documented, then violations become
subjective and open to interpretation. The result of such ambiguousness is often litigation.

CONSEQUENCES

It's important that you clearly state consequences for violations of your behavioural
standards so that employees know what to expect and have fair warning of those
expectations. In addition, clear consequences help to ensure that you aren't limited in your
options for dealing with improper behaviours.

To establish these standards and violation consequences, sit down and think through the
over theline behaviours that won't be permitted in your company. It's essential that you
know ahead of time what employee actions require an immediate dismissal. Similarly, you
want to know what performance issues may qualify for a more progressive disciplinary
approach, and then define the steps involved in that approach.

By nature, people are complex beings who will confound you one minute and astound you
the next. And except for violations that warrant immediate firings, it's usually a wise,
compassionate and financially prudent course to help people strengthen their character by
overcoming their weaknesses. Also, this approach provides you with a way to retain
experienced employees and recover your investment in their training.

I've found that managers are often disappointed in an employee's performance even though
the manager never clearly communicated his or her expectations to that employee. If you
don't take steps to set clear expectations, the consequences you administer for failure to
meet those expectations can seem unfair. This is extremely important because an employee
who feels they've been treated unfairly can create a great deal of liability. In many cases,
the key issue is not whether they were actually treated unfairly but whether the employee
feels or perceives that they were treated unfairly.

And it doesn't stop with the affected employee. If you or your managers haven't clearly
communicated your expectations to one employee, chances are you haven't done so with
other employees as well and they can be quick to empathize with any affected workers. It's
natural for employees to wonder, "What if that happened to me?" To avoid the negative
effect such a chain reaction can have on your workplace, be clear about your expectations
with all employees at alltimes. Most employees will appreciate and respect your forthright
clarity.
Building a great company has a lot to do with how people work together. Policies and
practices can improve the way your employees interact, while minimizing the personnel
obstacles that often arise in today's workplaces.

DIFFERENT KINDS OF HR POLICIES OF RELIANCE POWER

The different kinds of policy that Reliance Power Plant has are mentioned below.

• Leave policy
• Employee welfare policy
• Salary advance policy
• Mobile, Smartphone and data card policy
• Hospitalization, group personal accident insurance and group term life insurance
policy
• Annual health check up policy
• Car lease policy
• Employee on board and transfer admin process policy
• Housekeeping policy
• Guest house policy
• Chopper policy
• Corporate entertainment policy
• Hospitality and protocol policy
• Mail and distribution policy
• Transport policy
• Job rotation policy
• Professional development policy
• Compensation structure policy
• Inform to project executives policy
• House rent and electricity recovery guidelines for company owned accommodation
• Rosa Township policy
• Overseas travel policy
• On-boarding policy
• Attendance and working hours policy
• Code of conduct
• Appreciation and recognition policy
• SOP EmPowerPlus(very own concern management form)
• Employee care policy
• Separation policy
• Deputation policy
• Transfer policy
• Gratuity policy
• Super annuation policy
• Provident fund policy
• Domestic travel policy
• Company owned car(COC) policy
• Progression of GET/ET/GMT/MT policy
• Internal job posting policy
• Prevention, prohibition and redressal of sexual harassment at workplace policy •
Employee referral policy

EMPLOYEE BENEFIT POLICY OF RELIANCE

There are specially six policies which deal with Employee Welfare. They are:

• Salary advance policy

• Mobile, smart phone and data card policy
• Annual health checkup policy
• Car lease policy Employee welfare policy
• Hospitalization, group personal accident insurance and group term life insurance
policy Now the detailed discussion of these policies is done below. How these policies are
implemented, its scope and meaning are discussed.

SALARY ADVANCE POLICY

INTRODUCTION

• To lay down fair, transparent and objective guidelines and process for salary advance
• The scheme will be called Reliance Power salary advance to be mentioned here as a
scheme

OBJECTIVE

• To lend a helping hand and support employee to overcome any long/short term
financialconstrains
• To provide a fair and transparent welfare opportunity for all employee

SCOPE

• This policy shall cover all executives across all geographical locations Reliance
Power, its subsidies, associate companies and SPVS
• This policy shall count any additional company to be established within Reliance
PowerGroup unless it is decided to have a separate policy for its purpose

ELIGIBILITY
• Only those employees who have more than one year conformed service with
thecompany
• Employee of JMC and MMC cadre only, Grade S1 & S2 eligible and JET'S would be
eligible for this facility only after completing 2 years of training period
• Employees who has already availed this facility shall not be entitled for another
advance, before laps of 3 months from the date of liquidation of the old advance
• Salary advance requests from SMCS shall be addressed separately on a case to case
basis in line with the principle of this policy on concurrence of CEO, CFO and Mp head
• This is a welfare policy hence this scheme cannot be demanded as a matter of right

SCHEME COVERAGE

• An eligible employee may avail this scheme for following purpose

 Marriage of self, siblings and children
 Purchase of two wheeler
 Any other emergency needs

MOBILE, SMARTPHONE AND DATA CARD POLICY

INTRODUCTION

• Reliance Power Limited recognizes the importance of communication among the

employee to achieve business objective
• Reliance Power Limited also recognizes the need of young employee
forcommunicating with friends and family leveraging both voice and data as well as smart
devices .
• This policy provides guidelines to employees related to mobile handset device
andservice

SCOPE

• This policy shall cover all executives across all geographical locations of Reliance
Power, its subsidies, associate companies and SPVS
• This policy shall count any additional company to be established within Reliance
Power

Group unless it is decided to have a separate policy for its purpose

 OBJECTIVE

• To facilitate communication for organization needs to provide for limits and

entitlementwith regard to handset reimbursement and monthly usage
• To provide communication facility considering and technological advancement
incommunication industry like having dates in the form of email connectivity in cost
effective manner for the purpose of carrying company's business activities
• To enable employees manage their personal and professional communication needs
leveraging contemporary technical cost effectively

ELIGIBILITY

E E A & A A A3-
m F 1 7 6 S1
pl O 0 - -
o A A
y 9 4
ee
b Above GET
e /JM
n T/M
ef T
it

H A 26000 1 6 6000
a t 2 0
n a 0 0
ds c 0 0
et t 0
li u
m a
it l

U A At actual A 8 600
sa t t 0
g a a 0
e c c
li t t
m u u
it( a a
P l l
M
)

DATA POLICY

INTRODUCTION

• Reliance Power Limited recognizes the importance of communication among

employee to achieve business objective
• This policy is designed to provide data card to all key functionaries of the
organization to empower them in attending official exigencies

SCOPE

• This policy shall cover all executives across all geographical locations of
ReliancePower, its subsidies, associate companies and SPVS
• This policy shall count any additional company to be established within Reliance
Power

Group unless it is decided to have a separate policy for its purpose

DEFINATION

Data card classification:

Data card can be GSM data enabled or CDMA data enabled

• 3G data card-2GB enabled WDVPN enabled

• 3G data card- 5GB enabled WDVPN enabled

Hard ware is obtained free of cost from R Com as pre requirement

ELIGIBILITY

Data card-3GB WDPVM enable

A9 and Above Data card facility may be
provided

A8 and Below Considering the functional

requirement data card facility
maybe provided after
approval

ANNUAL HEALTH CHECK UP POLICY

INTRODUCTION

• Annual health check up is a welfare initiative which enables employee to undergo

compressive medical checkup
• This document seeks to provide a guiding framework and procedure for
availingfaculties under annual health checkup policy
• This is revision to existing annual checkup policy

SCOPE

• This policy shall cover all executives across all geographical locations of Reliance
Power, its subsidies, associate companies and SPVS
• This policy shall count any additional company to be established within Reliance
Power

Group unless it is decided to have a separate policy for its purpose

OBJECTIVE

• To preserve and promote a healthy life

• To prevent disease and disability
• To facilitate early diagnosis and treatment of illness

ELIGIBILITY

• Employees above age of 35 years are entitled for a yearly annual health checkup as a
welfare measure
POLICY

• Medical officer at site/HR/Administrator shall be responsible for the ups with well
known hospitals at nearby locations
• There are two categories in annual health checkup which an employee is
entitleddependent upon grade

1. General health checkup for employee in grade up toA4

2. Executive health checkup for employee in grade A5 and above

• Medical tests to be under taken under each category

• Cost of AHC for employee will be borne by company
• The subsidized AHC rate will be extended to the spouse of employee However the
cost of such AHC shall be borne by the concerned employee

CAR LEASE POLICY

INTRODUCTION

• Reliance Power Limited in its endeavor to help employee meet aspiration of owing
car has designed a car lease policy. This is invented to make buying a car more affordable

SCOPE

• This policy shall cover all executives across all geographical locations of Reliance
Power, its subsidies, associate companies and SPVS
• This policy shall count any additional company to be established within Reliance
Power

Group unless it is decided to have a separate policy for its purpose

OBJECTIVE

• The purpose of this policy is to provide employees with the option to procure four
wheeler cars for official and personal use through leasing arrangement and own the car at
the end of leasing period as opted

ELIGIBILITY
• All employees in MMC (Grade A4 to A6) and JMC (Grade Al to A3 and S1 &
S2)band will be entitled to avail car leasing facility

SALIENT FEATURES

• An employee can only opt for one car at a time under the car lease policy

Employee can opt for a cash valued maximum up to annual CTC subject tothe terms
andconditions as applied

• the above limit refers to the on road cost of the vehicle including the following

1. Ex showroom price
2. VAT
3. Registration (corporate) octal if any, road tax and stamp paper
4. Insurance

• Any additional cost towards accessories shall be paid by employee

• The car shall get registered in the name of the leasing company in a location where
the employee is posted
• Leasing arrangements will be available for the eligible employee for processing a
new car
• In case the value of the car is higher than the upper limit as referred in clause 5.2 the
employee will have to make upfront payment for the different amount to the leasing loan
• Reduction in CTC if car lease is availed
1. The EMI will be paid to the lessor by Reliance Power Limited
2. The choice pay will stand reduced by the amount of EMI for period of the leaseas
opted for by the employee
3. The EMI deduction will start from the day employee gets delivery of his/her vehicle

EMPLOYEE WELFARE POLICY INTRODUCTION

• Welfare initiatives have proven valuable in aiding the employee with necessary
supportas and when so that he/she is hassle free and is focused on job
• Recreational activities shall be included as a part of welfare policy to foster
teamworkand collaboration
• This is the first time welfare activities policy has been documented and would be
rolledout for administrative purpose

SCOPE
• This policy shall cover all executives across all geographical locations of
ReliancePower, its subsidies, associate companies and SPVS
• This policy shall count any additional company to be established within Reliance
Power

Group unless it is decided to have a separate policy for its purpose

OBJECTIVE

• To eliminate the day to day hassles of the employee, thereby aid the employee to
maintain work life balance
• To create a culture of oneness by welfare activities for the employee, this would
bring greater job satisfaction thereby improving the productivity

POLICY

• As a part of the employee welfare the company shall conduct several activities/events
foremployees in which they shall actively participate
• The events shall be organized by the location HR and shall be conducted in a
structuremanner
• The company shall also initiate services like pick up and drop facility, management
service, etc that would help the employees to focus better on current job role

POLICY-Pick up and drop facility for employees, old parents, spouse and young children. -
Facility management services

HOSPITALISATION, GROUPPERSONAL,ACCIDENT INSURANCE AND GROUP

TERM

INTRODUCTION

• This policy outlines the benefits that employee can avail in case of hospitalization
due tovarious ailments, insurance coverage in case accidental injuries and life insurance
coversfor death
• This is revision to the existing hospitalization policy, group personal accident policy
and group term life insurance policy. All the existing three insurance policies have been
combined in single policy and detailed hereunder this document
OBJECTIVE

• To provide the procedural modality for reimbursement for hospitalization expenses

incurred in the process of recovery from an aliment
• To protect the employees from the unforeseen and unfortunate events such as
accident resulting in permanent or partial disablement or death
• To provide benefit to the nominee of any employee who meets with unfortunate
event of demise

SCOPE

• This policy shall cover all executives across all geographical locations of
ReliancePower, its subsidies, associate companies and SPVS .
• This policy shall count any additional company to be established within Reliance

PowerGroup unless it is decided to have a separate policy for its purpose

POLICY

• To provide guidelines and conditions for eligibility and applicability of

hospitalization. Benefits for all employees
• To provide guidelines and conditions for applicability of group personal
accidentinsurance for all employees
• To provide guidelines and conditions for applicability of group term life insurance
for all employee
PROBLEMS AND LIMITATIONS

Most of the result that is spelt out has been of qualitative aspect.

Research had to be cut short because of limited time and working hours.

Sample size was restricted by the guide to 30, which might lead to improper findings from

the date gathered.

These 6 weeks at RPSCL have taught me a great deal. Since it was my first experience of
working, I initially had my inhibitions but all of them went away very soon.

Interacting with people, knowing their ideas & way of thinking had been quiet interesting.
I now have a slightly better understanding about people & how they behave. I met a
number of people & each of them was so different.

I have learnt a lot about the art of communication after interacting with different sets of
people.

I also have better knowledge about the RPSCL & its working.
 Analysis & Interpretations
• Obeserving the working environment:

First few weeks I observed the processes followed in the organization,

work climate, organizational culture & other process.

Assessing Email: sending them job alerts by email, sending them INmails,
sending them details of interviews & prospective jobs & newsletters, all via email. These are all
highly to be first viewed on a mobile device.
• Interacting with HR:
The following weeks, through intermitted informal chats with the HR head, I was able
to get the overview of the HR practices, Candidate sourcing methods, and companies
policies.

• Sourcing & Screening:

I was given lot of client requirements (i.e.) job description to source the perfect resume
that fits in for the role. Through this I was able to learn & interact with candidates & judge
there knowledge on call.

 Sending them interview reminders, job alerts and ‘call me’ message .
 We all search on our mobiles every day – for companies, location information and
ofcourse jobs.
 LinkedIn, Instagram, YouTube, Google+, Facebook, etc, the chances are you will
access them via your mobile phone. So if you are social networks for recruiting then the
interaction will be on mobile.

• Observing Recruitment Interviews:

Interviews are critical part of the hiring process.

Traditional one on one job interview:

The traditional one on one interview is where candidates are interviewed
by one representative of the company, most likely the manager of the position you are
applying for. Because this will be the person to whom the candidate will be directly working
with if she/ he gets the job. They want to get a feel for who the candidate is & if his/her
skills match those of the job requirements.
Panel Interview:
In a Panel interview, candidate will be interviewed by a panel of interviewers.
The Panel may consist of different representatives of the company such as human
resources , management & employees. The reason why some companies conduct
panel interviews is to save time or to get the collective opinion of panel regarding the
candidate. Each member of the panel may be responsible for asking questions that
represent relevancy from their position.

Behavioural Interview:
In a behaviourl interview, the interviewer will ask you questions based on common
situations of the job that the candidate is applying for. The logic behind the behavioural interview
is that the candidate’s future performance will be based on their past performance of a similar
situation. Candidate should expect questions that inquire about what they did when they were in
XXX situation and how did they deal with it. In a behavioural interview, the interviewer wants to
see how they deal with certain problems & how they think to solve them.

Phone Interview:
A phone interview may be for a position where the candidate is not
local or for an initial pre- screening call to see if they want to invite you in for an in-person
interview. Candidate may be asked typical question or behavioural question.

• Doing the joining formalities for new employees:

This helped me in knowing the post recruitment process and the documents needed
while a new joiner join the organization. It also gave an interview of induction process.
SWOT ANALYSIS

SWOT analysis of Reliance Power analyses the brand by its strengths, weaknesses,
opportunities & threats. In Reliance Power SWOT Analysis, the strengths and weaknesses
are the internal factors whereas opportunities and threats are the external factors.

SWOT Analysis is a proven management framework which enables a brand like Reliance
Power to benchmark its business & performance as compared to the competitors. Reliance
Power is one of the leading brands in the energy & power sector.

Reliance Below are the Strengths in the SWOT Analysis of

Power Reliance Power:
Strengths
1. Huge Capacity generation in pipeline
2. Projects are spread across most parts of the
country
3. Advanced technology to reduce emissions has
led to acquiring of Carbon

Credits for 3 of its Ultra Mega Power Projects

(UMPP)

4. Strong backing of the Reliance group makes it a

force
5. It has services like electricity generation,
distribution, natural gas exploration, distribution etc

Here are the weaknesses in the Reliance Power SWOT Analysis:

1. Incomplete projects lead to rise in costs which include interest costs

Reliance Power Weaknesses

2. Income obtained currently is Other income which is due to sale of assets andnot due to
Operations. Increasing Other Income leads to decline of the share holder trust and decrease in
share price
Reliance Power Following are the Opportunities in Reliance Power
Opportunities SWOT Analysis:

1.Setting up huge power plants in Jharkhand and

Orissa which have huge reserves of coal

2.Huge scope in power sector once the projects

become operational

3.Investing in Non-conventional energy projects

4. International tie-ups and collaborations

Reliance Power The threats in the SWOT Analysis of Reliance Power are
Threats as mentioned:

1. Fluctuating International prices of coal

and oil.
2. Changes in International policies regarding import
of coal and oil.
3. Government policies and regulations affects
operations
 FINDINGS
The data shows that to recuiting a employee varies according to person’s profile. Most of
the unemployed person want to get a job with salary. Unemployed don’t have any kind of
job. They just want to do something which can give them a position in corporate world.
Since the work profile of an employee is to interacting with the people and convincing
them for purchasing. Private employees whose salary within Rs 15,000, are highly
interested to become an employee. They just want to make money. Age also matters here,
most of the private employee who were showing their interest. Hence they have the higher
percentage among all the employee. The RPSCL is busy in recruiting and selecting
employees tactfully, skillfully and with expertise. The RPSCL is one of the most prominent
companies with expertise and experiences. Hence, recruitment of employees is one of the
most important jobs. Inefficient employees are burden for the company. Hence only the
capable people who have desire to earn and work hard are selected. The intensive market
research shows that most of the respondents are showing their interest in RPSCL. They are
looking for high commission slab and marvelous career growth path.
 APPENDIX
QUESTIONNAIRE

. Personal Information Name:

Sex: M/ F

Adders:..................................................………………………………..

Material status:

(a) Single...........
(b) Married .....

Age group.. . ... . . .. (a) 15-18 (b) 19-25 (c) 26-30 (d) 31-40

(e) more than 40

1. Are you happy with the Recruitment process?

a. Yes
b. No

2.How do you feel about interview panel?

a. Excellent
b. Good
c. Satisfactory
d. Poor

3.Did the RPSCL meet your expectations?

a. Yes
b. No.

4.Are you happy with the salary what you offered from the Bank?

a. Yes
b. No.

5.Did RPSCL Managing commitment which is given to you at the time of interview? a.
Yes

b. No.

6.How do you come to know about openings in RPSCL?

a. Friends
b. Internet
c. News Paper
d. Others

7.Do you want to refer more friends to RPSCL?

a. Yes
b. No.

8.Did you have the right Designations?

a. Yes
b. No.

9.What should be the company’s main source of recruitment?

a. Employment Bureau
b. News Paper ads
c. Direct Recruitment
d. Placement agency
e. Others

10.What should be the best recruitment sources according to your preference?

a. Internal Recruitment
b. External Recruitment
c. Both

11.Did you fully know about the company policies before joined in this company? a. Yes

b. No.

12.Did you under gone any Written Test during recruitment?

a. Yes
b. No.
 BIBLIOGRAPHY
Website:

 http://www.reliancepower.co.in/home.htm
 http://www.relianceada.com/ada/chairman.html
 http://www.relianceada.com/ada/index.html
 http://www.entrepreneur.com/artical/76982
 http://www.investopedia.com/terms/hhumanresources.asp
 http://www.ehow.com/facts_6784677_meaning-hr-policy_.html
 http://en.wikipedia.org/wiki/Reliance_Anil_Dhirubhai_Ambani_Group