A STUDY ON

RECRUITMENT AND SELECTION

WITH REFERENCE TO
BHARAT HEAVY PLATE AND VESSELS LIMITED
A project Report submitted to the BERHAMPUR
UNIVERSITY in Partia !u"ment o! the A#ard o!
the $e%ree o!
BACHELOR OF BUSINESS ADMINISTRATION
SUBMITTED BY
SIDHARTH RAJ SAHU
Exam Roll No: CB6311
R!"# No# 1$%&%'()1)
U*"+ ,- .,m" !/0"a*1 o2
A..,#P+o2# MADHUSMITA CHOUDHURY
College of Business Administration, Berhampur
PRESIDENCY COLLE3E4S
COLLE3E OF BUSINESS ADMINISTRATION
BERHAMPUR5ORISSA
DECLARATION
I Mr.idharth Ra! ahu a .,/"*, o2 P+.0"*16
Coll!4. Coll! o2 B/.0*.. A"m0*0.,+a,0o*7 8a+0*!
Roll No: CB6311 do here by declare that the facts and
finding presented in this report entitled on
PARTICIPATIVE MANA3EMENT AT BHARAT HEAVY
PLATE AND VESSELS LIMITED are true to the best of
my knowledge and belief, which is being submitted to the
Berhampur University for partial fulfillment of the degree
BBA.
I further declare that it has not been submitted to any other
Institution, Organiation or University, and also not
published anywhere else earlier.
Place: Berhampur
Date: 29/06/2012
Asst.Prof.M.Choudhury
Asst. !rofessor
"ollege of Business Administration,
B#$%A&!U$
CE!"#"CA!E
!h$s $s to cert$fy that Mr 'iddharth $a( 'ahu %ear$&' the oll (o: CB6)11
stude&t of Pres$de&cy Colle'e*s Colle'e of Bus$&ess adm$&$strat$o& of the
Berhmapur +&$,ers$ty- has successfully completed h$s/her pro.ect /or0
e&t$tled o& 1PARTICIPATIVE MANA3EMENT AT BHARAT HEAVY PLATE
AND VESSELS LIMITED are2 u&der my 'u$da&ce 3 super,$s$o&.
Asst.!rof.&."houdhury
)ept.Of &anagement 'tudy
!ro(ect *uide
ACKNOWLEDGEMENTS
I would like to forward my sincere thanks and gratitude to
Dr.S.K.Padhy for availing me the opportunity to do this project
work.

My deep gratitude also goes to Asst.Prof. MADHUSMITA
CHOUDHURY, faculty member, who has patiently guided me to
the successful completion of this project work.


I would like to express my sincere gratitude to Shri
B.V.ao, Manager !"#I$I$%&, ' department, B'(V, for his
valuable support and guidance during the entire course of the
project work.

I would also like extend my gratitude to my parents and
friends without whose help and advice this project would not
have been possible.

SIDHARTH REAJ SAHU
CONTENTS
CHAPTER-1 :: INTRODUCTION
INTRODUCTION
O!ECTI"ES O# THE STUDY
NEED #OR THE STUDY
DESI$N O# THE STUDY
SCOPE O# THE STUDY
%ETHODO&O$Y
&I%ITATIONS
CHAPTER-' :: CO%PANY PRO#I&E
INTRODUCTION TO PRODUCT OR INDUSTRY
INDUSTRY SCENARIO
#UTURE #OCUS
$O"T. PO&ICY
%A!OR P&AYERS
CHAPTER-( :: INDUSTRY PRO#I&E
a. $ENERA& PRO#I&E
%ISSION
ORI$IN ) HISTORY *%I&ESTONES+
O!ECTI"ES
S.,.O.T
UNI-UE ACHIE"E%ENTS
#UTURE P&ANS
.. #UNCTIONA& PRO#I&E
RECRUIT%ENT PROCESS
SE&ECTION PROCESS
CHAPTER-/ :: #INDIN$S, ANA&YSIS AND INTERPRETATION
CHAPTER-0 :: SU%%ARY AND SU$$ESTIONS
CHAPTER-1 :: I&IO$RAPHY



CHAPTER-1
INTR&$U'TI&N
T&
HUMAN RES&UR'E MANA(EMENT

INTR&$U'TI&N T& HUMAN RES&UR'E
MANA(EMENT
# H23a4 R5so2r65 %a4a75354t Syst53 *HR%S, EHR%S+, H23a4 esource
Information )ystem !'I)&, ' "echnology or also called ' modules, or simply
*(ayroll*, refers to the systems and processes at the intersection between human
resource management !'M& and information technology. It merges 'M as a
discipline and in particular its basic ' activities and processes with the
information technology field, whereas the programming of data processing systems
evolved into standardi+ed routines and packages of enterprise resource planning
!,(& software. -n the whole, these ,( systems have their origin on software
that integrates information from different applications into one universal database.
"he linkage of its financial and human resource modules through one database is
the most important distinction to the individually and proprietary developed
predecessors, which makes this software application both rigid and flexible.
"he function of 'uman esources departments is generally administrative and not
common to all organi+ations. -rgani+ations may have formali+ed selection,
evaluation, and payroll processes. ,fficient and effective management of *'uman
.apital* has progressed to an increasingly imperative and complex process. "he
' function consists of tracking existing employee data which traditionally
includes personal histories, skills, capabilities, accomplishments and salary. "o
reduce the manual workload of these administrative activities, organi+ations began
to electronically automate many of these processes by introducing speciali+ed
'uman esource Management )ystems. ' executives rely on internal or external
I" professionals to develop and maintain an integrated 'M). Before the client
server architecture evolved in the late /012s, many ' automation processes were
relegated to mainframe computers that could handle large amounts of data
transactions. In conse3uence of the low capital investment necessary to buy or
program proprietary software, these internally4developed 'M) were unlimited to
organi+ations that possessed a large amount of capital. "he advent of client5server,
#pplication )ervice (rovider, and )oftware as a )ervice or )aa) 'uman esource
Management )ystems enabled increasingly higher administrative control of such
systems. .urrently 'uman esource Management )ystems encompass6
/. (ayroll
7. 8ork "ime
9. Benefits #dministration
:. ' management Information system
;. ecruiting
<. "raining=>earning Management )ystem
?. (erformance ecord
1. ,mployee )elf4)ervice
"he 8ayro99 3od295 automates the pay process by gathering data on employee
time and attendance, calculating various deductions and taxes, and generating
periodic pay che3ues and employee tax reports. @ata is generally fed from the
human resources and time keeping modules to calculate automatic deposit and
manual che3ue writing capabilities. "his module can encompass all employee4
related transactions as well as integrate with existing financial management
systems.
"he :or; ti35 gathers standardi+ed time and work related efforts. "he most
advanced modules provide broad flexibility in data collection methods, labor
distribution capabilities and data analysis features was outdated. .ost analysis and
efficiency metrics are the primary functions.
"he .545fits ad3i4istratio4 3od295 provides a system for organi+ations to
administer and track employee participation in benefits programs. "hese typically
encompass insurance, compensation, profit sharing and retirement.
"he HR 3a4a75354t 3od295 is a component covering many other ' aspects
from application to retirement. "he system records basic demographic and address
data, selection, training and development, capabilities and skills management,
compensation planning records and other related activities. >eading edge systems
provide the ability to *read* applications and enter relevant data to applicable
database fields, notify employers and provide position management and position
control not in use. 'uman resource management function involves the recruitment,
placement, evaluation, compensation and development of the employees of an
organi+ation. Initially, businesses used computer based information systems to6
produce pay checks and payroll reportsA
maintain personnel recordsA
pursue "alent Management.
-nline r56r2iti47 has become one of the primary methods employed by '
departments to garner potential candidates for available positions within an
organi+ation. "alent Management systems typically encompass6
analy+ing personnel usage within an organi+ationA
identifying potential applicantsA
recruiting through company4facing listingsA
recruiting through online recruiting sites or publications that market to both
recruiters and applicants.
"he significant cost incurred in maintaining an organi+ed recruitment effort, cross4
posting within and across general or industry4specific job boards and maintaining a
competitive exposure of availabilities has given rise to the development of a
dedicated #pplicant "racking )ystem, or B#")B, module.
"he trai4i47 3od295 provides a system for organi+ations to administer and track
employee training and development efforts. "he system, normally called a
>earning Management )ystem if a stand alone product, allows ' to track
education, 3ualifications and skills of the employees, as well as outlining what
training courses, books, .@s, web based learning or materials are available to
develop which skills. .ourses can then be offered in date specific sessions, with
delegates and training resources being mapped and managed within the same
system. )ophisticated >M) allow managers to approve training, budgets and
calendars alongside performance management and appraisal metrics.
"he E389oy55 S59f-S5r<i65 3od295 allows employees to 3uery ' related data
and perform some ' transactions over the system. ,mployees may 3uery their
attendance record from the system without asking the information from '
personnel. "he module also lets supervisors approve -.". re3uests from their
subordinates through the system without overloading the task on ' department.

RECRUIT%ENT AND SE&ECTION
ecruitment and selection refers to the chain and se3uence of activities
pertainingto recruitment and selection of employable candidates and job seekers
for an organi+ation. ,very enterprise, business, start4up and entrepreneurial firm
has some well4defined employment and recruitment policies and hiring procedures.
"he ' department of large organi+ations, businesses, government offices and
multilateral organi+ations are generally vested with the responsibilities of
employee recruitment and selection.

"he R56r2it354t a4d S5956tio4 Pro65ss is one of the basic ' (rocesses.
ecruitment and )election is very sensitive as many managers have a need to hire
a new employee and this process is always under a strict monitoring from their
side.
"he R56r2it354t a4d S5956tio4 Pro65ss must be simple and must be robust
enough to operate excellently in the moment of the insufficient number of
candidates on the job market and the process must be also able to process a large
number of candidates within given time limit.
"he clearly defined Recruitment and Selection Process is a key to the success of
any 'uman esources @epartment.

Criti6a9 st58s i4 R56r2it354t a4d S5956tio4 Pro65ss
"he ecruitment and )election (rocess has several critical points. "he ecruitment
and )election (rocess is very sensible to the changes in the internal organi+ation of
the company and to the changes on the external job market.
"he whole ecruitment and )election (rocess must meet several criteria6
/. "he process must be easy to understand for the target audience of the
ecruitment and )election (rocess. "he process is not created for employees
of 'M, the process is developed mainly for the managers in the
organi+ation. "he managers are the most important clients of the
ecruitment and )election (rocess,
7. 'M has to follow the standard defined in the ecruitment and )election
(rocess. 'M cannot afford to draw the nice process maps and document
flows in the organi+ation and not to follow them. 8hen 'M does not
follow the rules defined, then 'M cannot expect the managers to define
such a process
.
9. 'M must be able to get a buy4in from the managers in the organi+ation to
use standards defined and to keep the process consistent. Cor example the
graph illustrates one of the most common mistakes in the ecruitment and
)election (rocess. "he 'M starts to fill the vacancy without a clear
agreement about the profile and job content of the vacancy to be filled. "his
mistake takes a long time to correct and the whole cycle time of the
recruitment gets too long and produces a confusion among all the
participants in the process.

DESI$N O# THE STUDY
NEED FOR THE STUDY
'uman resource is playing major role in the B'(V
industry. It is very important to select right person for the
right job at the right time, who can perform the job
successfully with high standards.
/. (eople with friendly and outgoing personality, self
discipline are mainly needed for this type of industry
because a customer sees a company through its employees.
7. "he employees are mainly in contact with the customer
depending upon the jobs they are performing.
9. ecruitment and selection has been regarded as the most
important function of personal administration, because
unless the right people are hired, even the best plans of the
organi+ations and control system would not do much good
to the organi+ation.
:. 'uman resources are the assets to the organi+ation. #ny
organi+ation will get its recognition through its employeeDs
performance, skills, innovativeness and their professional
knowledge.
;. 'ence we can say selection and recruitment plays major
role in the organi+ation. Because right people should be
selected for the right job and at the right time. Its the
responsibility of the organi+ation to hire that right
personnel to increase their productivity and overall
performance of the organi+ation.
<. "hus, the study is conducted in B'(V. "o know about their
recruitment and selection process and what are the internal
and external sources they are opting for recruitment.
O!ECTI"ES O# THE STUDY

"o know about the various recruitment sources of
B'(V, Visakhapatnam.
"o know about the selection process.
"o know about the various tests conducted at the time
of interview.
"o know about the various recruitment techni3ues
which are used to motivate the candidatesE
SCOPE O# THE STUDY
"his study proposes a group decision support system !%@))&,
with multiple criteria to assist in recruitment and selection
!F)& processes of human resources. # two4phase decision4
making procedure is first suggestedA various techni3ues
involving multiple criteria and group participation are then
defined corresponding to each step in the procedure.
# wide scope of personnel characteristics is evaluated, and the
concept of consensus is enhanced. "he procedure recommended
herein is expected to be more effective than traditional
approaches.
In addition, the procedure is implemented on a network4based
(. system with web interfaces to support the F) activities. In
the final stage, key personnel at a human resources department
of a chemical
METHODOLOGY
"he data for the present study is collected from primary and
secondary sources.
1. Pri3ary So2r65s:
@ata is collected by personal discussions with senior
officer4management development and training manager and also
contacts with various staff members of the personnel
department.
'. S56o4dary So2r65s:
"he information regarding the study is also collected from
various reports and journals of .C> and also from various
textbooks.
# 3uestionnaire of about /< 3uestions regarding the subject
was put to the employees of .C> !#nnexure4/&. "his
3uestionnaire gives us a measure of executive development and
how far the training is helpful in shaping their personality and in
developing their inter and intra personal relations.
SAMPLE SIZE:
)election of a representative sample si+e is not an easytask,
which it is necessary to have information about the universe
however, due to lack of timeA at least /22 respondents could be
interviewed.
&I%ITATIONS O# THE STUDY
#s the managers of the organisation are busy with their
work schedule it was difficult to collect detailed data.
"ime was the major constraint as the mentioned period
was not enough to collect the data in detail.
)urvey was done only with the sample si+e of /22 as the
employees of the company work in shifts and as they are
busy with their schedule.
CHAPTER-2
COMPANY PROFILE
COMPANY INTRODUCTION
HEAD OFFICE 5 +isakhapatnam, Andhra !radesh.
MAR9ETIN3 ' LIASON OFFICES 5 &umbai, "hennai, ,ew )elhi and
+adodara

"he Bharat 'eavy (lates and Vessels >td is an ,(. .ompany
which under takes ,ngineering, @esign, Manufacturing,
,rection and .ommissioning jobs of capital e3uipments as per
the re3uirement = specification to process industries such as
refineries, fertili+er plants, steel plants etc.

Birth of B'(V6 Core seeing the countryDs need for fabricating
e3uipment of an exclusive factory with the main object of
reducing dependence on foreign suppliers and become self
sufficient ourselves 4 B'(V >td was incorporated in the year
/0<< to meet the demands of growing core industry like
fertili+ers, petrochemicals, petroleum.
B'(V >"@ using different types of materials manufactured and
supplied several custom built e3uipments such as pressure
vessels, heat exchangers, columns, boilers etc. #fter
harat H5a<y P9at5 a4d "5ss59s &i3it5d *HP"+ is a (ublic )ector
Gndertaking !()G& of the %overnment of India and is head3uartered in
Visakhapatnam, India. B'(V produces process plant e3uipment,
turnkey, cryogenic, combustion and oil and gas systems. "he company
was established in /0?/ and had aggregated revenues of s /7,72< lakh
!G)H 7::.0 million& in fiscal year 722<. B'(V was ac3uired by Bharat
'eavy ,lectricals >imited !B',>& on May //, 7221.
"he detailed company profile of B'(V encompassing almost all its
functional area is illustrated in the following sections6
INTRODUCTION
(rimary -bjective
"o manufacture custom built capital ,3uipment
for the (rocess Industries such as Certili+ers,
(etrochemicals, (etroleum efineries, .hemicals
etc.
"echnical .ollaboration (rovided
by
M=s )I-@# ,J(-",
.+echoslovakia.
.ommencement of .onstruction
/0<1
.ompletion of .onstruction
/0?/
.ommencement of (roduction
/0?/
Initial (roject .ost
s. /?.; .rores
Initial (roduct Mix
'eat ,xchangers, .olumns, (ressure Vessels,
"echnological )tructures, (iping etc.
Installed .apacity
79,7/2 M.".
"urnover for the year 7221 4 7220 s. 70/ .rores
RESOURCES
1. #INANCIA&: *As o4 (1
st
%ar6h, '==>+
#uthori+ed .apital !s .rs& 6 /;7.22 .rores
(aid up capital !s .rs& 6 7?7.92 .rores
%ross block !s .rs& 6 ;/2./; .rores
'. PRODUCTION #ACI&ITIES
Cactory #rea 6 ;;7 #cres
"otal .overed #rea 6 /,/2,222 )3. Metres
.overed area of (roduction
)hops 6 0<,222 )3. Metres
(ower e3uirement 6 ;,222 I8 from
#(),B
$o. of #ncillary Gnits 6 72 Gnits
(. I%PORTANT %ACHINERY:
"he factory is provided with comprehensive and modern
manufacturing and testing facilities and suitable material handling
e3uipment.
"he maximum crane lifting capacity is /72 tonnes, but loads upto
7;2 tonnes can be lifted with improvisation.
Maximum olling .apacity is <2 mm in cold condition and /?2
mm in hot condition.
B'(V has the largest heat treatment furnace in India, the si+e
being ;.; metres width, ;.; metres height and 9<.; metres long.
-ne more furnace of 722 "on capacity and /; mtrs. Bogie length
has been added.
Oth5r 6riti6a9 5?2i8354ts a<ai9a.95 :ith HP" ar5 as fo99o:s:
@eep @rawing 'ydraulic (ress of /<22 " .apacity.
)ingle )pindle .$. @eep hole @rilling Machine with %un @rilling
attachment and 7$os. .$. drilling machines which can employ
conventional drills. #nother .$. @eep hole drilling machine has been
installed recently by 'M".
# number of 8elding otators of capacity up to 7;2 "onnes.
8elding e3uipment such as Manual #rc, )ub merged #rc, "I%, MI%,
(lasma including the latest high productive welding e3uipment such as
"win 'ead 8elding and Bi4.athode "I% welding.
"ube Cining Machine.
# number of vertical and 'ori+ontal Boring Machines with a maximum
capacity of ;Meters diameter and 722 MM )pindle diameter
respectively.
@ifferent types of $on4destruction "esting ,3uipment.
8ell e3uipped (hysical and .hemical >aboratories.
Metrology section etc.
'.> )uper 5 Mini .omputer, "wo Mini .omputers
;< .#@ Machines and //1 (ersonal .omputers.
/. %ANPO,ER: *As o4 (1
st
!a42ary, '==>+
,or;354
@'>
Staff
'1A
S285r<isors >/
EB562ti<5s
'>/
Total 1385
0. E%P&OYEES ,E&#ARE A%ENITIES:
"ownship #rea /;/ #cres
$o. of Kuarters //07
72 bed 'ospital
(rotected 8ater )upply
Gnderground @rainage )ystem
,nglish Medium )chool with .B), )yllabus.
"elugu Medium )chool with #( )tate )yllabus.
)pecial )chool for Mentally handicapped children.
Vocational "raining .entre for Mentally 'andicapped.
.ommunity .entre for .ultural activities F )ports -pen #ir
"heatre facilities.
Ialyana Mandapam !Marriage 'alls&.
1. PRO!ECTS O# NATIONA& I%PORTANCE UNDER
ECECUTION:
S.NO
.
CUSTO%ER PRO!ECTDE-UIP%ENT
"A&UE
*RS.
CRORES&
/.
I-.>,
(anipat 'ydro .racker eactors 5 9$os. :2.0/
7
I-.>,
(anipat
eactor, egenerator F -rifice
.hamber /;.7<
9
I-.>,
(anipat eformer F 8' (ackage 91.;0
:
B-I#- )",,>
(>#$",Bokaro #rgon ecovery Gnit :2.72
;
$>,
$umaligarh
#I CI$ .-->,)=)) .>#@
V,)),>), )(',,) ,".. 7:.0;
<
'(.>,V,( 5 II
Visakhapatnam
.>#@=.) .->GM$)= .)
',#" ,J.'#$%,) ,". 7/.<?
?
B(.>
MGMB#I $I"-%,$ (>#$" 0.;7
1
'LG$@#I
',#VL I$@G)"I,)
.L- $I"-%,$ (>#$"
4 $,8 @,>'I <.79
0
)(#., #((>I.#"I-$
.,$",,#',M,@#B#@
;.; M @I# "',M#>
V#.GGM )L)",M 71.10
/2
",.'IM-$" I.B >"@ 4
MGMB#> $I"-%,$ (>#$" 1.:?
// '(.> VI)#I'#(#"$#M
.@G ',#", 8I"' #('
)L)",M = V@G ',#", /:.02
/7
-)8#> .',MI
C,"I>IM, >"@ 4
(##@,,(
8#)", ',#" >( B-I>,) /1.<1
/9 ICC.- I#$@>#
/;,222 M" #"M #MM-$I#
)"-#%, "#$I /?.:<
/: $#>.- @#M#$N-@I
M-@ICI.#"I-$ -C
,V#(-#"- B#"",I,)
77.2/
@. CUSTO%ER ) CO%PETITOR PRO#I&E:
MAJOR CUSTOMERS:
Certili+er Industry
(etroleum efineries
(etrochemical .omplexes
)teel (lants
.hemical Industries
(ower )ector
$uclear, @efense, F )pace )ectors
MAJOR COMPETITORS:
>arsen F "oubro O
% ,ngg O for (rocess (lants
>loyd )teel O
I.-.> O
I$-J O
> F " O
>inda, %ermany O for .ryogenics F
B.-.., GI O )ystems.
#ir (roducts, G)# F GI O
I-B,, Napan O
$ippon )anso, Napan O
'-(M, .hina O
(#J#I, G)# O
B',> O
> F " O for Industrial
B#B.-.I "',M#J O Boilers.
#.. Babcock >td. O
B'(V has developed // ancillary industries in its vicinity to cater to its
re3uirements. #part from offering sufficient work load to these industrial
units, B'(V has been assigning work to a number of small sector
industries. B'(V provides material, transportation and inspection
services to the #ncillaries to help them rise to its 3uality re3uirements.
#fter /00/ B'(V become sick Industry and as a measure of revival of
B'(V. %ovt. of India, Ministry of 'eavy Industry has given directives
to B',> to take over B'(V. )ubse3uently B',> took over B'(V on
May /2
th
. 7221 in the presence of 'onorable Ministers like Cinance,
Industry, (ower, .hief Minister of #ndhra (radesh and several others.
)ri .hidambaram, )antosh Mohan @ev, )ri aja )ekhar eddy, )ri
)eetaram ,churi are among the other prominent delegates including
B'(V families.
INTRODUCTION: HP" &TD
In the liberali+ed economy of India and in the era of globali+ation a
company must rethink its business mission and all functional strategies.
In these days companies find themselves competing in a race where the
road signs and rules keep days when it was Pbusiness as usualQ
companies could succeed only by having innovative ideas combined
with by effective financial management.

"herefore, it is not surprising that todayDs winning companies are those
which foresee the future and manage the finance effectively. -ne can
manage finance effectively by managing working capital, capital
structure and taking decision on capital budgeting. Gltimately, finance
is at its best about value adding, developing new products and raising the
worldDs standards of living.
"he heavy engineering industry is a major strength of any economy.
"hese heavy engineering industries which produce capital goods are the
most modern of the entire industrial group.
In India these heavy engineering industries occupy a crucial role in its
economic development in view of the huge investment as well as the
critical importance to nation. "hese industries are mostly confined to the
public sector only. B'(V >td. is the largest fabricator of process
e3uipment in India for the petroleum, chemical and allied industries.
Initially it was fully owned by the government of India and is managed
by an board of directors appointed by %overnment of India. @uring
/012s the company was made as subsidiary to the holding company
named Bharat Lantra $igam >imited, #llahabad, G( along with few
other companies. In the year 7221, the company was taken over by
Bharat 'eavy ,lectricals >imited, a navaratna ()G as a part of
rehabilitation of B'(V. "his company is situated in the city of destiny 4
Visakhapatnam on the shores of Bay of Bengal , B.'.(.V. >td is
accessible by road, rail, sea and is well connected to all metropolitan
cities by air.
In view of the above, B'(V has been selected for the study.
"he topic selected is PA st2dy o4 th5 3a4a75354t of :or;i47 6a8ita9Q
with reference to B'(V.
Sri D.Sa4E55<ayya, th5 th54 %i4ist5r of I4d2stry, $o<t. of I4dia laid
the foundation stone to the company, on 1
th
Nan /0<? in Visakhapatnam.
B'(V comes under the purview of the @epartment of 'eavy Industry,
Ministry of 'eavy Industries 8ith the technical collaboration of M=s.
)I-@# ,xport .ompany of .+echoslovakia in the year /0<1, it got
expertise and guidance for establishing the projects and for the design
F manufacture of various process e3uipments. B'(V became a fully
owned subsidiary of Bharat 'eavy ,lectricals >td in the year 7221.
>icensed installed capacity is 797/2M". "he initial capital outlay is
s./?.; cores. "he product mix included heat exchangers, columns,
and pressure vessels, )torage vessels, piping etc. @uring the year of it
commercial production i.e. /0?/4/0?7 the turnover was just s ; lakhs.
"ast ten #ears turno$er details%
YEAR TURNOVER
:R. 0* la;-.<
-.../0111 $s.-02234/
0111/011- $s.025614/
011-/0110 $s.078-14/
0110/0117 $s.-86214
0117/0118 $s.2.254/
0118/0112 $s.-1.874/
0112/0115 $s.-00124/
0115/0116 $s.-31754/
0116/0113 $s.-31714/
0113/011. $s.387.4/

CHAPTER-3
INDUSTRY PROFILE
>icensed to start construction of plant at Visakhapatnam in /0<<, B'(V
confronted many obstacles such as water problems, fre3uent power cuts
both at initial stage as well as at the time when construction was going
on. In spite of all those obstacles the civil and structural work was
completed to a major extent by the end of 9/
st
March, /0<?. "he
licensed and installed capacity is 797/2 M". "he initial capital outlay
being s. /?.; crores. >ater after completion of installation work
B'(V had received orders for the /
st
time from M=) B-I#- steel
plant and Certili+er .orporation of India ltd., for fabrication and
supply of e3uipment. "he factory at initial stages had suffered a loss in
fabrication and delivery of e3uipment to customers due to delay in the
procurement of re3uired raw material. "he factory was scheduled to go
into production initially in Nuly, /0<?, but due to backlog of some
uncompleted construction work the .ompany went into commercial
production only in /0?/. Sir K.C.Pa4th then the Minister of )tate for
)teel and 'eavy ,ngineering inaugurated the initial production in
/0?2, where some production facilities had already been established by
installation of fabricating machinery like bending rolls, welding
e3uipment etc.
@uring the first year production, the company has incurred
a loss of s 7?.:? lakhs mainly due to incidence of fixed expenditure
apportion4able to (roduction like establishment, depreciation etc. "he
same loss position was continued till /0?1 4 /0?0. "he continuous
losses put B'(V far from profiteering companies. "he existence of
excessive accumulated interest on loan taken from %-I resulted in
heavy loss to the .ompany. In /0?14/0?0 the .ompany had suffered a
loss of s ;91 lakhs due to incidence of delayed delivery of
e3uipment, excessive increase in cost of imported raw materials and
other administration costs . In later years the situation was improved
through collective and expeditious efforts of employees of the .ompany.

PRO#ITEERIN$ YEARS #OR HP"
#fter a series of continuous loss years, B'(V for
the first fine in its history, in/0?0412 has witnessed several significant
events both on financial as well as production fronts. B'(V for the first
time in its years of commercial production attained a break4even level
with a marginal profit of s 99.20 lakhs as against a net loss of s /70
lakhs projected at the beginning of the year. @uring /01241/ the
company for the second consecutive year, earned a net (rofit !after
tax& s :1.7/ lakhs from its operations. "his year B'(V >td
operations included manufacturing of very critical and
sophisticated e3uipment to core industries . #gain in /01/417 the
company operations resulted in a net profit of s <2./0 lakhs as
against a budgeted loss of s 72=4 lakhs. Major pending interest on loan
from %-I was cleared in this year.
@uring /017419 B'(V reached /22R target production and
resulted in a net profit of s /29.?/ lakhs as against the budgeted loss
of s 0; lakhs . 8ith prestigious work orders from Visakhapatnam
steel plant for supply of air and gas separation plants B'(V crossed a
target production and its operations resulted in a net profit of s ;?;
lakhs.
"he year /01<41? is treated to be the dark year for B'(V.
)ince its entrance into threshold of profit arena, it could not achieve
its set motto of beyond billion barriers. )inking of a ship carrying
bulk of raw material and components slackening demand for process
e3uipment etc, resulted in a short fall in production and hence company
suffered a loss of s /?2 lakhs again in /01?411 B'(VDs projects were
successfully fabricated and its profits took an upward trend and its
operations resulted in (#" of s 702 lakhs . It was expected to
emerge an increasing trend in the profits of B'(V for the year /0114
10. #fter /01?411 profits are in decreasing trend. It got a loss of s
;02 lakhs during /00;40<. #midst tight li3uidity conditions the company
has made a net profit of s /.9/ crores!before tax& and s / crore after
tax during /00? 401, s /.79 crores (B". @etails of turnover,
profitability for the period from /00<40? to 722;42< are as follows6
YEAR TURNOVER PROFITABILITY
9$s in lakhs: 9before int ; ta<:
-.../0111 -0223 9/: 865
0111/011- 02561 9=: 071-
011-/0110 0781. 9=: 0563
0110/0117 -8621 9/: -82-0
0117/0118 2.25 9/: -15.8
0118/0112 -1.87 9/: 703-
0112/0115 -0010 9/: 0708
0115/0116 -3175 9=: 0-3.
0116/0113 -3171 9/: 8211
0113/011. 387. 9/: -0-85
REASONS #OR SICKNESS OR SU-OPTI%A& PER#OR%ANCE :
O85ratio4a9 Iss25s
Ord5r oo;i47:
"he .ompany was performing with marginal profits until 7222. @ue to
globali+ation, the company started facing problems in normal business
operations from 722/. @ue to low order bookings resulted in to huge
losses. 'owever present order book position is improving.
I4t5r5st 2rd54 o4 "RS &oa4s:
"he .ompany implemented V) with the loans from %overnment of
India and 77;; employees were relieved up to 7227. "hen onwards the
company burdened with huge interest on these loans, which severely
affected profitability of company in the years 722:42;, 722;42<, 722<4
2?.
#i4a46ia9 6risis:
"he .ompany started facing li3uidity problems from 7227 onwards due
to low orders book position =low turnover = heavy interest burden ."he
bank accounts with consortium of banks have become $(#s. In spite of
improvement in the present order book, the company couldnDt, execute
these orders because of li3uidity crisis.
T56h4o9o7y ) %ar;5t Iss25s:
"he present plant F machinery F infrastructure utili+ing by the
company is of :2 years old and have been fully depreciated. "herefore,
it needs up4 gradation to cope up with present technological
developments. #t present the internal lead time is high when
compare to competitors and needs computeri+ation by going in >#$
with .entrali+ed control system to reduce the internal lead time.
)imilarly in the areas of engineering the lead time re3uired for design
and drawings is to be reduced which re3uires implementation of
sophisticated process design software.
Ad<5rs5 %ar;5t Co4ditio4:
"he survival of any company primarily depends on its order book.
'owever, due to >iberali+ation and globali+ation, the company faced
stiff competition from multinational companies. >ump )um turnkey
!>)"I& concept adversely affected the companiesD order book. Cor
Kuoting for >)" projects, the company is not eligible despite
the capabilities to execute the project in conventional manner.
Because of all above problems, the company incurred huge losses in
7227429 and 722942: and the entire net worth of the company got
eroded. #s the net worth of the company got eroded fully, the company
was referred to BIC as per the act in 722:.
R535dia9 A6tio4 :
.onsidering the past history, glory, competence, the service to the nation
in building refineries, steel plants, fertili+er plants etc, %overnment of
India has decided to revive the company by restructuring in the year
722/.
Ieeping in view the fact that the company is operating in hi4tech area
with speciali+ed product range for core sectors, with substantial business
prospects due to expected growth in core sector and potential for
revival in consideration to the present performance improvement trend
in the organi+ation, there is a need to revive B'(V which is presently
sick = BIC referred organi+ation. "his is being reflected by the interest
shown by organisations like ,I>, '(.> F B',> to take over of the
company as a part of revival = rehabilitation package.
R5<i<a9 Pro8osa9:
# evival proposal submitted by @'I to B(), was discussed
May 722<. @uring the meeting it was informed to B(), that M=)
,ngineers India >imited !,I>& F M=s. 'industan (etroleum
.orporation >imited !'(.>&, ()Gs under the Ministry of (etroleum
and $atural gas expressed interest to take over B'(V. #s per the
directions of B(), based on the deliberations, desired actions have
been taken by @'I. "his note is being submitted to the board for
consideration of the proposal with amendments and updated facts for
financial restructuring and revival of M=s B'(V in view of latest
developments.
S2.s5?254t D5<59o8354ts
R5f5r5465 of HE&
"he @epartment of 'eavy Industry asked the comments from B',> for
merger of B'(V with B',>. "he B',> indicated that B',> had
earlier examined the prospects which were not found encouraging but
now in the changed economic scenario and with power plant orders on
the upswing, the B',> would like to re4examine and assess the position
afresh and re3uested for carrying out due diligence of B'(V
#fter all the above developments, finally on 20.2;.7221, the company
was formally taken over by B',>, a navaratna ()G, as per the revival
scheme sanctioned by %-I.
T- .al0*, 2a,/+. o2 +=0=al .1-m a+ a. 8lo> .
(As per the Govt. of India, Ministry of Heavy Industries &
Public Enterprises and Departent of Heavy Industry!
3OI >0ll >a0= a*" >+0, o22 loa* a*" 0*,+., amo/*,0*! ,o
R.#?1$#61 C+.#
3OI ,o @+o=0" !/a+a*, amo/*,0*! ,o R.#($) C+. ,o
*a8l BHPV ,o +a0. 8o*". 2+om ,- "om.,01 ma+;,#
T- *,0+ @a0" /@ 1a@0,al o2 BHPV ,o ,- ,/* o2 R.# 33#&% C+.
>o/l" 8 ,+a*.2++" ,o BHEL a, a *o,0o*al =al/ o2 R# 1'5#
BHEL >0ll ,a;o=+ 8o,- ,- a..,. a*" l0a80l0,0. :0*1l/"0*!
1o*,0*!*, l0a80l0,0.< o2 BHPV a. a !o0*! 1o*1+*#
T- ,a;o=+ >0ll *,a0l ,- 2ollo>0*! 1o*1..0o*. 2+om ,-
3o=+*m*, o2 A*"-+a P+a".-: a< T+a*.2+ o2 ,0,l o2 la*"
ma./+0*! 3A6#&3 a1+. 0* @o....0o* o2 BHPV a. !02, alo*!
>0,- >a0=+ o2 +!0.,+a,0o* a*" .,am@ "/,6# 8<Wa0=+ o2 Sal.
Tax a++a+. amo/*,0*! ,o R.#?(#16 C+. 1<Wa0=+ o2 NALA Tax o2
R.#?3 la;- a*" "<Wa0=+ o2 "/. ,o>a+". Wa,+ TaxB P+o@+,6
TaxB a*" Va1a*, La*" Tax o2 R.#3#%6 C+.#
T- 1o*.o+,0/m o2 Ba*;+. -a. a!+" 2o+ O*5T0m5S,,lm*,
BHEL ma6 ,a; ,0ml6 a"=a*,a! o2 ,- o22+#
BHEL >0ll 0*2/. a, la., R.#3? C+. a. a""0,0o*al EC/0,6 Ca@0,al
a*" a"C/a, 2/*". 2o+ /@5!+a"a,0o* o2 ma*/2a1,/+0*! 2a10l0,0.B
Ca@x a*" Wo+;0*! Ca@0,al#
BHEL >0ll ,a; o=+ BHPV >0,- all 0,. m@lo6.#
DHI >0ll a..0., BHEL 0* .,,l0*! ,- "0.@/," "ma*". +la,0*! ,o
x10.B 1/.,om.B 0*1om5,ax ,1#B o* a 1a. ,o 1a. 8a.0.#
BHEL >0ll ,a;o=+ BHPV a. 0,. ./8.0"0a+6 a*" ,a; all @o..08l
.,@. 2o+ 0,. +=0=al# T- ma,,+ +!a+"0*! +1o*.,0,/,0o* o2 ,-
Boa+" o2 D0+1,o+. 0. /*"+ 1o*.0"+a,0o* o2 ,- 1om@,*,
a/,-o+0,6#

DRA#T REHAI&ITION SCHE%E
)ubmitted to BIC.
Sy45r7y of 2si45ss .5t:554 HE& a4d HP"
In addition to improvement in present business of B'(V, the take over
by B',> will have the following advantages6
Managerial and marketing support from B',>.
@iversification into 'igh (ressure (ower Boilers.
"echnological )upport for new products.Cinancial )upport for
up 5 gradation of manufacturing facilities, .apex and 8orking
.apital e3uirements.
,nsured flow of new orders.
)ynergy between the two organi+ations in view of similarity of
products=technologies.
Business advantage due to excellent Brand Image of B',>.
#a6tors for r5<i<a9 of HP" thro27h ta;5o<5r .y HE&
B',> on its part has worked out the viability of the B'(V takeover,
taking into consideration the following6
B',> to enhance the capabilities F capacities of B'(V to build upon
its strengths in the existing business of supplying process e3uipment to
sectors like -il, (etrochemicals, Certili+ers etc. In addition, B',> plans
to enhance B'(VDs capabilities F capacities in the area of industrial
boilers, heat exchangers, condensers etc. # capital investment is
envisaged for the up4gradation of re3uired facilities. ,xpected growth
in the market for B'(VDs products , especially in process e3uipment
and cryogenics. #s per Industry analysis, orders worth s. /?22 .rs per
annum are expected in the next five years from oil efineries and
(etrochemical projects to flow to the engineering F fabrication industry.
8ith a market share of B'(V of /;R 5 /1R in the past in this segment,
B'(V can become more confident in addressing this market
overcoming its financial constraints by participating in some of the
tenders with B',> support. #s such, B'(VDs financial weakness
would be mitigated once its restructuring is completed and B',> takes
over its functioning. "he .aptive (ower (rojects !.((& and Industrial
boilers market segment is expected to grow from around s. /122 .rs in
722?421 to an estimated level of s. 7:22 crs in next five years based on
projected /7 R industrial growth in the coming years. B'(V can target
a share of 7;R 5 92R of this market, provided market expectations on
delivery and price are fulfilled. .urrently, the "ricky unit of B',> is
constrained in targeting the industrial boilers market due to heavy
load of boiler orders from the utility segment. In this regard, B'(V can
be developed as a dedicated center for industrial boilers by B',>. "he
sales turnover from this segment has been projected to reach to level of
s, 122 .rs by the fifth year after functional take over by B',>,
based on factors like increased volume, better financial capabilities
leading to lower working capital borrowing costs etc.
HP": AN O"ER"I E, .
1.INTRODUCTION
Incorporation of the .ompany 6 /0<<
(rimary -bjective 6 "o manufacture custom built
.apital e3uipment for the process
industries such as fertili+ers,
petroleum etc.
"echnical .ollaboration 6 M=s )I-@#, .+echoslovakia.
.ommencement of .onstruction 6 /0<1
.ompletion of .onstruction 6 /0?/
.ommencement of (roduction 6 /0?/
Initial (roject .ost 6 s. /?.; crores
Initial (roduct Mix 6 'eat ,xchangers, .olumns,
(ressure vessels, Boilers
Installed .apacity 6 79, 7/2 M.".
"urnover for the year 722<42? 6 s. /17 crores
'. RESOURCES
Cactory #rea 6 /0? #cres
"otal .overed #rea 6 02,222 s3. Meters
.overed area of (roduction )hops6 ;<,222 s3. Meters
(ower e3uirement 6 7;22 I8 from #(),B
I%PORTANT %ACHINERY
"he maximum crane lifting capacity is 922 tones.
Maximum olling capacity is <2mm in cold condition and /?2mm in
hot condition.
B'(V has the largest heat treatment furnace in India, the si+e
being Meters width, ;.; meters height and 9<.; meters long . -ne
more furnace of 722 "on capacity and /;mtrs . Bogie length
has been added.
Oth5r 6riti6a9 5?2i8354t a<ai9a.95 :ith HP"
@eep @rawing 'ydraulic (ress of /<22" capacity
)ingle )pindle .$. @eep hole @rilling Machine with %un
@rilling attachment and 7$os.
.$. drilling machines which can employ conventional drills .
#nother .$. @eep hole drilling machine has been installed by 'M".
# number of 8elding otators of capacity up to 7;2 "ones.
8elding e3uipment such as manual #rc, )ub merged #rc, "I%, MI%,
(lasma including the latest high productive welding e3uipment
such tune head submerged arc welding, and Bi4cathode "I%
welding ."ube fining Machine.
# number of vertical and hori+ontal boring machines with a maximum
capacity of ; meters dia and 722mm spindle dia respectively.
Diff5r54t ty85s of No4-d5str26tio4 T5sti47 E?2i8354t.
8ell e3uipped (hysical and .hemical >aboratories. Metrology section
etc.
;< .#@ Machines and //1 (ersonal computers.
%ANPO,ER *As o4 (1
st
%ar, '==>+
8orkmen = )taff 1;2
)upervisors 7?2
,xecutives /?2
"otal /702
E%P&OYEE ,E&#ARE A%ENITIES
"ownship #rea 4 /;/ #cres
$o. of Kuarters 4 //07
72 bed 'ospital
(rotected 8ater )upply
Gnderground drainage system
,nglish medium school with .B), )yllabus
"elugu medium school with #( )tate )yllabus
)pecial school for mentally handicapped children.
Vocational training centre for mentally handicapped
.ommunity center for cultural activities F sports 5 open air theatre
facilities
(. DI"ERSI#ICATION
-riginally established for fabrication of process e3uipment. #s a step
towards diversification signed collaboration agreement with M=s >D
#ir >i3uid of Crance in /0?/ for manufacture of 5
#ir F %as separation plants
.ryogenic storage systems
Curther diversified into the area of industrial boilers in the range of ;2
5 722 "(' in collaboration with M=s B',> in /01/ based on
the recommendation of the working group constituted by @'I.
,ntered into the area of oil F %as (rocessing systems in /002
in collaboration with M=s B.) F B ,ngg. .o., G)#.

/.CO&&AORATION AND ASORPTION O# TECHNO&O$IES
)ome of the significant collaborations of B'(V entered include6
M=s B)>, Crance in respect of Cield erected .ryogenic )torage "anks.
M=s @elas, Crance in respect of @ereators.
M=s #BB >ummus, $etherlands for 'eat "ransfer )ystems.
Cas5 F to F 6as5 ti5 28s, HP" 54t5r5d i4to i4692d5:
,vaporators from M=s ,codyne .orporation, G)#
(aper F plus digesters from M=s Iamyr #B, )weden
%as collection modules from M=s I"- .orporation, G)#
>arge space simulation chamber from M=s 'V,., G)#.
(rimary reformer from M=s 'alder "opse, demark
8aste heat boiler from Borsig, %ermany
Ceed water heater from delas, Crance.
#rgon recovery unit from M=s >D#ir >i3uide, Crance etc.
'ydro cracker reactors from M=s $eo4(ignani, Italy.
Vacuum ,jector systems from M=s Iorting 'annover, %ermany.
>(% handling F storage system from M=s $oell4>%#, %ermany
#mmonia storage system from M=s I"I, %ermany etc.
By absorbing know4how from various world renowned collaborators,
B'(V upgraded its status from a mere fabricator of process
e3uipment to that of an engineering company of international repute.
< . CUSTO%ER ) CO%PETITOR PRO#I&E
%A!OR CUSTO%ERS:
Certili+er industry
(etroleum refineries
)teel plants
.hemical industries
(ower sector
$uclear, @efence F )pace )ectors
%A!OR CO%PETITORS
>arsen F "urbo
% ,ngg
(unj >loyd l
I->
I$-J
>inde, %ermany
B.-.., GI
#ir products, GI
I-B,, Napan
$ippon )anso, Napan
'-(M, .hina
(#J#I, G)#
B#B.-.I "',M#J
#.. Babcock >td.
@. -UA&ITY
B'(V is reputed for 3uality and workmanship of its products. B'(V
has received a number of international accreditations such as 5
&&OYDS RE$ISTER O# INDUSTRIA& C&ASS I CERTI#ICATE
#OR #USION
,E&DED PRESSURE "ESSE&S
AS%E
U ) U' STA%PS ON
PRESSURE "ESSE&S
AS%E
GSH STA%P #OR INDUSTRIA&
OI&ERS
NATIONA& OARD O#
OI&ER ) PRESSURE
"ESSE&S INSPECTORS,
U.S.A
GRH STA%P #OR REPAIS O#
CODED "ESSE&S
STA%I CARON UREA REACTOR
HA&DOR TOPSOE
A%%ONIA REACTORS AND
HI$H PRESSURE HEAT
ECCHAN$ERS
ARIAN A%ERICAN OI&
CO%PANY
PROCESS P&ANTS
#s a part of total 3uality management program, B'(V has ac3uired
I)- 022/ certification during the year /00940: particularly to
boost up its exports and to be competitive in the international
market. e4certification of I)- 022/ has been obtained in )eptember,
/00<. In recognition of high standards of our 3uality, confederation of
Indian industry !.II&, )outhern egion, #( presented the Kuality
#ward.
A. RESEARCH ) DE"E&OP%ENT
esearch F @evelopment department was established in /0?; and is
well e3uipped with high tech e3uipment to cater to #pplies esearch
and (roduct @evelopment F@ has developed /9< (rojects so far. )ome
of the products commerciali+ed include6
"itanium #nodes
"itanium #ir Bottles
.ryogenic Vats
Individual Kuick Cree+ing Gnit
)uper Insulated (iping.
)uper Insulated .ryogenic )torage tanks
@.M. 8ater (lants
# prestigious order for @evelopment of 'eat ,xchangers for >ight
.ombat #ircraft !>.#& (hase 4 II has been received from
#eronautical @evelopment #gency, Bangalore.
)ome of the #wards received for excellence in F@ include6
.I) #ward for F@ achievement in /007409.
P"he .helikani #tchuta ao Memorial #wardQ from C#(..I
for individual achievement in F@ effort in /00< !Mr. B.).V. (rasad&.
>. ANCI&&ARISATION
B'(V has developed around a do+en ancillary industries in its vicinity
to cater to its re3uirements. #part from offering sufficient work load
to these industrial units, B'(V has been assigning work to a
number of small sector industries. B'(V provides material ,
transportation and inspection services to the #ncillaries to help
them rise to its 3uality re3uirements.
1=. PRESENT STREN$THS
%roup .ompany of Bharat 'eavy ,lectricals >imited, a navaratna ()G
,xcellent @esign F ,ngineering capabilities .
)tate 5of 5the 5 #rt Manufacturing facilities .
#ccomplished image as a supplier of Kuality (roducts .
'igh degree of customer confidence .
"echnological tie4up arrangements .
8ell trained and 3ualified work force and ,ngineers.
)ound work culture F harmonious Industrial elations.
,xtensive computeri+ation.
THEORETICAL FRAMEWORK
RECRUIT%ENTAND SE&ECTION
RECRUIT%ENT AND SE&ECTION
ecruitment 4 searching for and attracting candidates 4 external or
internal 5 for job vacancies. $ew people are found and brought into
the organi+ation. "his involves communicating with actual or
potential job seekers, motivating them to apply and persuading
candidates that they really want to come and work for the firm. "he
objectives are to attract candidates of the right 3uality in the right
number.
.ompetition and inertia exist in a labor market. Many candidates
must decide to leave their present jobA the best may not be looking for
a job change. 8ith high employment !labor shortage&, good
candidates may be scarce. .onversely where there is high
employment, some good candidates may be reluctant to move from
the4situation4they4know into the4situation4they donBt4know.
ecruitment occurs across all occupations from school and college
leavers to the unskilled and semi4skilled, to technologically oriented
staff and successful senior managers. "he police service, forces and
even judiciary have recruitment problems and systems.
S,+a,!01 R1+/0,m*, R=0>.
"he recruitment landscape has changed dramatically over
recent years with the advent of new technologies, increased business
expectations of ' and a shift towards a candidate driven market.
"he 'udson Strat57i6 R56r2it354t R5<i5: provides organisations
with a way to evaluate their recruitment capability and assess their
ability to meet current and future hiring needs of the organisation. By
providing objective insight into your current recruitment model,
processes and technology and benchmarking your current outcomes
against Bbest practiceB standards, we can identify improved models for
your consideration.
W-a, "o. 0, 0*1l/"D
"he review is tailored to your uni3ue needs and can cover the
following6
@irect and indirect recruitment costs
,mployee value proposition
8orkforce planning
"alent ac3uisition strategies
#ssessment and selection
)upplier management
.andidate relationship management
Internal mobility
"alent pool development and maintenance
-n boarding
ecruitment methodology and technologies
"emp=.ontractor management and utilisation
R56r2it354t a6ti<ity has a4 595354t of:
1.P2.9i6 R59atio4s:
"he organi+ation opens its doors to job seekers and hence the
outside world. .ertain organi+ation development, marketing,
promotional and 3uality aspects take recruitment activity beyond being
just a maintenance process. )trategic policy 3uestions are raised. "he
organi+ation in communicating to recruits and potential recruits wishes
to present itself in the best possible light 4 as a virtuous, successful,
worthy organi+ation.
'+ C29t2r5 %ai4t54a465 A4d Po:5r6
"he processes of recruitment are enacted by the powerful. %ate
keepers to the organi+ation select those they feel will notonly be
competent but who are acceptable to the organi+ation 4 according to
criteria, which are variously defined. "hey may recruit according to
1 )ome iconic vision of an *ideal type* for the organi+ation
today.
' "heir own preferences and desires. "his could be called a
*doppelganger effectQ.... they recruit in their own mirror
image, with a slight BphaseB difference but nonetheless as a
clone or doppelganger.
( )ome notion of proper and perhaps ethically guided belief.
S5956tio4 - a 9att5r sta75 of r56r2it354t. It i4<o9<5s 6hoosi47
/ .ompetent and 3ualified applicants suited to the
job.
7 $ew members of the organi+ation
S5956tio4 %5thods
"he prescriptions, the *how4to do4its* of selection, are problem4solving
strategies !heuristics of general and specific scope& which, taken as a
cocktail,may narrow down the selection decision and increase the
chances of choosing the *right* candidate although probably *best
available* is a better term.
)election methods range across
Interviews 4 the most popular and hence the skills of
interviewing are important
eferences
#nalysis of candidate career=life data
,valuation of candidate behaviour= performance in group
activities
8ork attachments=experience !trial periods&
)kill testing with task=work simulations e.g. typing, computer
programming, brick4laying and candidates making
presentations etc
Inowledge, aptitude and psycho4metric tests of various
facets of know4how, intelligence and personality
%raphologyS
)election is a social, interactive activity and skill development and the
textbooks recommend the use of structured and tested methods to secure
objectivity, reliability and reduced risk and uncertainty.
RECRUIT%ENT AND SE&ECTION %ETHODS
ecruitment, assessment and selection are the three key steps for hiring
employees. -f these, recruitment and selection are typically the most
challenging for employers. "he keys to finding the right candidates at
the right time and hiring them are being strategic and thinking about the
organi+ationBs future.
EBt5r4a9 R56r2it354t %5thods
/. @evelop relationships with guidance and career counselors at
colleges and universities and ask for help in recruiting for open
positions. each out to professional organi+ations that are in line
with the organi+ationBs mission, and ask to them to list open
positions in their newsletters and emails to members.
-rgani+ations with financial resources should consider working
with a recruitment firm, especially if the position is at a higher
level or re3uires a specific skill or type of experience.
I4t5r4a9 R56r2it354t %5thods
7. Be clear about the skills and experience an applicant must possess.
(ost an open position internally first to assess whether there are
3ualified candidates within the organi+ation. .onsider interns,
volunteers, temporary workers or consultants who may have been
working in a similar capacity to the open position.
S5956tio4 %5thods
once the applicant pool has been narrowed and candidates have been
assessed, itBs time to make a selection decision. emember to think long4
term. Is the applicant 3ualified for the present job as well as future
positionsE >ook for a candidate with solid experience and new ideas and
a fresh perspective. 8eigh his or her willingness to learn. #lso, no
matter the industry, market conditions inevitably will changeA select
someone who not only can adapt, but also can flourish under those
conditions. @onBt discount candidates who are making career changes.
Cor example, someone with five years of corporate4sector experience
can bring a strategic view to a nonprofit organi+ation, while someone
from a nonprofit who has made the most with limited resources can
bring a fresh approach to a corporation. Be sure to consider other needs
such as diversity, and to follow the guidelines of the ,3ual ,mployment
-pportunity .ommission.
#ACTORS
"he recruitment function of the organi+ations is affected and
governed by a mix of various internal and external forces.
"he internal forces or factors are the factors that can be controlled by the
organi+ation. #nd the external factors are those factors which cannot be
controlled by the organi+ation.
"he i4t5r4a9 a4d 5Bt5r4a9 for65s aff56ti47 r56r2it354t function of an
organisation are
R56r2it354t "s S5956tio4
Both recrut!e"t a"# $electo" are the two phases of the
employment process. "he differences between the two are6
1. "he recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organisation
8',,#) selection involves the series of steps by which the
candidates are screened for choosing the most suitable persons for
vacant posts.
'. "he basic purpose of recruitments is to create a talent pool of
candidates to enable the selection of best candidates for the organisation,
by attracting more and more employees to apply in the organisation
(. ecruitment is a positive process i.e. encouraging more and more
employees to apply 8',,#) selection is a negative process as it
involves rejection of the unsuitable candidates.
/. ecruitment is concerned with tapping the sources of human
resources 8',,#) selection is concerned with selecting the most
suitable candidate through various interviews and tests.
0. "here is no contract of recruitment established in recruitment
8',,#) selection results in a contract of service between the
employer and the selected employee.
R56r2it354t Pra6ti65 <s. Th5ory
#cademically, recruitment activity is treated more as experience4
based knowledge about practice than as a body of theory. "here is a
vacancyA an entirely new job or someone leaves the organi+ation. 8e are
short of a brain and a pair of hands. It is functionally necessity to fill the
post. #s to how best to fill the job !decision4making&, its demands need
to be understood and a skilled, systematic approach is needed for this
*personnel* task. "he literature on recruitment tends to give more space
to selection processes than the wider practices of recruitment !systems F
procedures for job definition, advertising, short4listing and overall
administration of selection&.
Ho: to do it ::
%uidelines !prescriptions& on *best approaches* typically recommend
/ .ommon, logical se3uences to follow when recruiting
7 Methods for evaluating job re3uirements
9 )kills and understandings associated with processes of selection
e.g. for traditional interviews.
: Curther methods=techni3ues for ascertaining candidate suitability.
"hese may even substitute for the interview and include tests of
ability, aptitude and intelligence
; (olicy frameworks to satisfy the legal side of the recruitment
problem
A Syst53s A88roa6h <s. I5 Syst53ati6I
#nalysis of the inputs, processes and outputs and environmental
contexts of recruitment and selection systems helps us to understand
the strengths and weaknesses of the propositions of *take a systematic
approach* prescriptions. %enerally these prescriptions recommend
that If those doing recruitment and selection take systematic care, use
the right methods and apply specific expertise, giving attention to
detail, then they will make more reliable selection decisions. "his is
sensible enough 4 but proof is difficult. "he aim is to maximi+e
"he validity of decision making criteria and testing methods
"he reliability !predictability& of methods and decisions with
due attention to utility !cost&.
Ho:5<5r a syst53s a88roa6h r5?2ir5s d5fi4itio4 of
"he purposes, elements and relationships of the system under study
#n understanding of the inputs, processing mechanisms and
outputs of the system.
emember that recruitment and selection systems are open
systems, which interact with its environment !other systems& and
thus need to be adaptive. "hey are subject to human frailty.
"hey are a lost political, value4based systems
R56r2it354t a4d S5956tio4 Sta75s
'aving a recruitment policy !defined procedure& in a large organi+ation
guides managerial action. )uch a policy usually reflects the prescriptions
of the literature on recruitment which themselves form an
implementation checklist covering e.g. use of interviews of given
se3uence and composition, adoption of educational 3ualification
standards, use of limited sources for recruits, strict regulation of
references and candidate vetting, use of a psychometric test etc. "he
steps form a heuristic 4 a general, sensible chart with which to navigate
the recruitment ma+e. )tandardi+ation serves to reduce risk and share
experience. In a bureaucratic framework it circumscribes discretion and
behavior of decision4makers in the organi+ation.
Ty8i6a9 sta75s of r56r2it354t a4d s5956tio4 6a4 .5 s233ariJ5d as:
Sta75 ,hat is i4<o9<5dK
1
R5s8o4s5 to <a6a46y
Vacancy arises. Impact on staffing planE Nob
re4design, re4shuffleE
(ermission to recruit=replaceE
,xit interviewsE
' !o. a4a9ysis
@o participants in the process understand the
postE
8hat are the priorities demands,
competences re3uiredE #naly+e the job.
(roduce=up4date job description, personnel
specification.
@efine target groups 4 where are they and
what will attract them to applyE
(
E389oy354t t5r3s
@efine the terms and conditions of
employment.
#gree the rewards package internally.
#nticipate anomalous relationships with
other jobs.
,3ual opportunitiesE
/
Co3324i6at5 "a6a46y
8here will we get our candidates from
!sources&E
)hould the vacancy be offered openlyE
Is there scope for internal promotions and
job transfersE Inock4on effectsE
,xternal sourcing. @IL and=or use agenciesE
.onfidentialityE
@etermine budgets and placement
schedules.
(repare copy and place. #dvertising 4
standardsE
0 Pro65ss a889i6atio4s
Is the administrative machine ready to
respond to applicationsE Is job
documentation for candidates preparedE
>og applications=.Vs. .ompare each with
personnel profile
Collow4up on references=security clearances
@ecide on=organi+e recruitment programme.
8ho, when !meetings, appointments&, where
!on4site, off4site&.
)hort4list and invite candidates to selection
activity
.ourteous rejections of candidates
1
Carry o2t s5956tio4 8ro7ra335
-rgani+e candidate accommodation, .ookBs
tour and arrangements for testing
Brief reception staff.
Cinali+e selector briefing =training and
interviewer preparation=strategy
Implement selection programme6 conduct
interviews, exercises, tests
eview candidate data and make selection
@
%a;5 Eo. off5r*s+ a4d fi4a9iJ5 6o4tra6t
#dvise unsuccessful candidates of rejection
or stand4by
(rocess job acceptances
.omplete reference investigations
.onfirm terms and conditions of
employment
.onfirm arrangements for job start
@esign new starter induction programme
A
E<a92at5 5ff56ti<545ss of
ecruitment process and methods. Validity,
reliability and utilityE
"he recruitment service 4 internal or external
agency. 8ere all the costs necessaryE
"he selection decisions. Is the new
employee really suitableE If not how was the
selection process at faultE
R56r2it354t a4d !o. A4a9ysis
ecruiters obviously need to comprehend job re3uirements fully thus
methods of job analysis are needed.
Nob analysis and exit interview can confirm the nature and
contribution of the job role, which may often turn out to be more
complex than originally thought. Information from job analysis,
and sources such as exit interviews, can help to restructure the job
and resolve potential difficultiesA
)cope and authority
Nob demands !over load, under load&,choices and constraints
#mbiguities and uncertainty
.omplexity and technical challenge
Incompatibility !person4job4organi+ation&
.onflict and stress
8e can identify needs for supervisory support and developmental
opportunity etc. Nob re4design is an organi+ational re4structuring activity.
# job description can be prepared 4 what needs to be done in the
job 4 a definition of the main responsibilities and tasks=priorities.
"his is useful for recruiters and applicants.
-nce we understand the job we can specify the attributes
!education, skills, experience, and competencies& re3uired of a
person who is likely to do the job successfully 4 a person profile 4
modelling those candidates most likely to be successful in the job.
!o. a4a9ysis 7545rat5s
Nob prospectus information needed by applicants.
8e will generate a recruitment campaign that will attract suitable
candidates !inclusive of job advertising&.
Better understanding of how applications received must be handled
=processed to evaluate candidates !candidate4to4candidate and
candidate4to4job& and produce an initial short4list to invite for
interview.
Better information so that selection decisions as objectively as
possible. It is known to be prone to unhelpful subjectivity,
stereotyping and premature judgments. "he soundness of decisions
can be readily undermined by the perceptions, attitudes and values,
arrogance and ignorance !vis a vis the job& of selectors.
# better understanding of what selection methods 5 interviews,
tests etc might serve as valid, reliable and useful !utility& tests for
different types of jobs=staff.
.lear decision4making criteria for selectors to use. )uch criteria
must be r595<a4t D<a9id for 85rfor3a465 of th5 Eo. i4 ?25stio4
otherwise forms of discrimination may creep in running counter to
e3ual opportunities statutes.
Th5 Dis6ri3i4atio4 Tra8
8ithout proper definition of job re3uirements, performance
criteria and competences re3uired, recruiters might fall into the trap of
selecting on the basis of false assumptions. Managers involved in
recruitment can be very smug. "hey think they understand the job and its
re3uirements but too fre3uently apply stereotypical views about *the
ideal candidate*. )ometimes they havenBt even thought of a candidate
profile at all but merely go on some personal whim of their own.
"he outcome may be that a poor fit between the job and the
capacity of a new starter. "hey may be too good for the job, not capable
of doing it or simply the job is ill suited to their needs and interests. It is
not uncommon for someone to start work and leave within the first week
saying *this is not the job I expected*. 8e must not forget that
recruitment and selection involves dis6ri3i4ati47 .5t:554 85o895
*a889i6a4ts+. But is the discrimination fair 4 ethically and at law !not
necessarily the same thingS&. ecruiters have social responsibilities in
relation to !e3ual opportunities& and see also e3ual opportunities
3uestionnaire
,5 3ay ::
Behave prejudicially !often we are blind to our own behavior&
)imply make false assumptions about job re3uirements. 8e
may apply invalid, irrelevant criteria which applicants from,
say, female or particular ethnic groups, are less able to satisfy.
R56r2it354t a4d I4for3atio4 Pro65ssi47
@ata processing is costly. (rocessing applications and dealing with
applicants involves a lot of work. It is no wonder that busy line
managers need a recruitment service section to co4ordinate the burden
for them.
Pro65ssi47 A889i6atio4s::
8e can decide to receive applications for vacancies in a number
of ways each with good and bad points.
.ompletion of a standard application form 4 likely to have a
covering letter
)ubmitting a curriculum vitae with a covering letter
-n spec. "elephone applications leading to invitations to an
interview
-n spec. In3uiries where applicants turn up at the workplace or
to a recruitment centre !job shop& adjacent to it
#pplication via an agency 4 where the candidate may already be
on the agencyBs books
'ead4hunting by an agency 4 candidates may again be on the
agencyBs books
Internal vacancy notification 4 circulated or put on notice boards
across the company. Internal candidates may apply.
)ome applications may not seem like applications 4 no
application form will be filled inS If we are recruiting from a
network, for a senior management post say, we may not even
use an application form. 8e would merely invite the candidate
in to dine with us. 8e have to persuade them to give up a good
job and join our venture. "he interview becomes a *mutually
beneficial discussion*
In other situations a telephone contact may be the appropriate
initial interview e.g. when advertising for a telesales person. (oor
applicants can be tested immediately. 'owever for most jobs an initial
meeting with the candidate is essential at which spoken, presentational
and practical skills can be tested.
Th5 a889i6atio4 for3 as a t5st::
"he application form re3uires ability to fill it in. It is a test of hand
writing, literacy and meticulousness. "he content must be composed.
Kuestions may be asked which re3uire an explanatory narrative.
,ven for manual work situations the recruiter must know that the
candidate has filled out the application form personally and not a third
party !their mum or spouse&. If another unknown person has completed
it 4 what additional test will the recruiter use to ascertain if the candidate
can read and writeE Is this a job re3uirement e.g. for health and safety
purposesE
A R56r2it354t I4for3atio4 Syst53::
(rocessing applications involves data capture, storage, processing
!updating, sorting, ranking, evaluating, verifying against reference data
such as the job criteria, summari+ing&, outputting results into the next
processing stage and communicating results to various system users and
back to candidates.
,5 :i99 .5 i4<o9<5d i4:
A Eo. fi95
.reating a job file containing all job information . .opies of some
of the contents of be sent to candidates in an applicantBs pack. "his file
will contain the job analysis documents, details of anticipated terms and
conditions of employment etc. .opies of job advertisements etc.
Information may be stored relating to numbers of applications from
different sources and other costs associated with filling the vacancy. 8e
may use such data to evaluate the effectiveness of the recruitment
campaign.
A4 a889i6a4t fi95 a4d th5 9if5 history of a4
a889i6a4t::
"o store the details of applicants, an applicant may6
Begin as an in3uirer
Make a formal application
Be short4listed
Invited for interview
8ithdraw at any stage
#ttend for a test
Make an expenses claim
Be paid an expenses claim
Be accepted for the next stage
Be rejected
Be placed on a waiting list
Made a job offer
#ccept a job offer
'ave agreed terms and conditions of employment
)tart work as an employee at which time their application
details become part if their employee record.
#ll applicants are *work in progress* whose details need
to be up4dated from time to time. 8e can see the value 4 in
a large firm or system. -nce the details of a job vacancy
are recorded, applicants can be linked to the job. (ersonal
details of applicants are available to be merged with any
letters !some of which will be pro forma& that are sent to
applicants as they progress through each stage of
recruitment. ,very transaction that an applicant makes
with the system or the system makes with an applicant can
be recorded. Gsually this will mean merely up4dating the
current record. Crom the system databases we can extract
summaries of expenses and costs. 8e can list all
applicants by jobs that are in processing. 8e store details
of all applicants who were entered onto the system.
8e have to read=analy+e all applications and compare these against job
selection criteria. ecruitment decisions involve discrimination. )ome
organi+ations that receive thousands of applicants may use a formula
approach to reject candidates. "he formula approach will be based on
essential job criteria e.g. education and job experience. -nly those
candidates who satisfy the essential !relevant but high level&
re3uirements of the firm will be invited for interview. $onetheless the
basic application details of all candidates will be captured on computer 4
name, address, job applied for, age, sex, basic 3ualifications, relevant
experience etc. "he application forms may themselves be stored as
microfiche images. In this way the organi+ation will be able to look up
any applicant 4 if a claim for discrimination is made 4 and show that the
decision to reject was based upon relevant job information.
#or3 95tt5rs a4d %ai9 35r75.
Corm letters are needed. "hese may include6
#cknowledgement of application and we will be in touch !or
otherwise&
Invitation to e.g. interview with travel and accommodation
details etc
>etters of thanks and rejection with expenses paid
>etters of hold, *we are interested in you but are seeing those
on our primary short4list first*.
>etters=3uestionnaires re3uesting a reference
>etters of job offer with attachments detailing the terms and
conditions of employment including information on company
codes of conduct and benefits etc.
8ithout a computeri+ed system all would need typing and
photocopying. ,ven with a computeri+ed system we still need letter4
head paper, an office environment, the recruitment processing
application software with its databases and integrated word processing,
an administrator, an envelope and stamp, a possible telephone follow4up,
filing or storing on disk and data back4up facilities.
.omputeri+ed data capture is costly but it can save time. It
routinises correspondence which can be voluminous. It is only needed if
you are recruiting hundreds of people a year !more than two per weekE&.
"he aim is to cost unit clerical processing costs and ensures that data on
job vacancies, applications and job offers=acceptances is easily
accessible and helpful to management co4ordination of the recruitment
procedure
RECRUIT%ENT PROCEDURE IN HP"
Pro65d2r5 for ad<5rtis5354t:
In respect of posts to be filled by open
advertisement will be issued in the leading newspaper in the local area
or national basis employment news published by government
8ith the following guidelines6
"he layout of the advertisement should be in the prescribed form
"he job title ,job summary, education=technical 3ualification
,experiend re3uired=desired should indicated
Gpper age limits and special relaxation,
)hould be specified the payscals and allower per3uisites
admissible and number of posts are to mentioned
"he mention about the application should be through proper
channel where the applicant is working iin, government=semi
government organi+ation public sector enterprises, utonoums
bodies or too authority or any undertaking in the public sector
ELI3IBLITY OF INTERNAL CANDITATES:

Internal candidates
possessing the re3uisite 3ualification, experience etc. are eligible to
apply an be considered on e3ual merits along with others posts at
induction levels sought to be filled front the open market or through any
other source provided that they have not been considered and rejected
for a similar position of the company in course of one year preceding the
previous year.
"ERI#ICATION O# DATE O# IRTH:
"he age an applicant will
be determined with regard to the following documents6
If he is educated the date of birth as recorded inmatriculation=ssc or
school leaving certificates
If he is not educated an extract from birth register of municipality or
such authority or baptismal certificate
"he other cases determined of companyDs medical officer
# candidate is considered for appointment only if his age, according to
matriculation=sslc=higher secondary certificate or birth certificate issued
by the concerned authorities is /1 years and above but below ;2 years
which is the upper age limit.however the managing director may at this
discripton relax the age in exceptoional cases
THE SE&ECTION PROCESS
S5tti47 28 a S5956tio4 Co33itt55
#s the .hair you are re3uired to set up a )election .ommittee
comprising6
@ean of the Caculty as chair for >evels . F @ !may be delegated
to 'ead of )chool or nominee for >evels # F B and esearch
#cademic positions&
two other members of the )chool
the 'ead of )chool or nominee
one member from outside the )chool !a member of academic staff
at e3uivalent or higher level from another )chool&
#t least one female and one male must be on the committee to provide
gender balance.
"he issue of diversity should also be considered in establishing the
committee.
If the appointment is to a clinical or para4clinical department in a
teaching hospital it is usual to co4opt the chairperson of the 'ospitalDs
appointments committee or nominee.
"he selection committee should not include any person who has a close
personal relationship with an applicant. If that member of the committee
is the most appropriate, they are re3uired at the outset to declare their
relationship to the applicant.
)earch and )creen committees are re3uired for (rofessor >evel ,
appointments. Lou may choose to establish a )earch and )creen
committee and to assist you with this process please refer "he )earch
#nd )creen .ommittee.
R5s8o4si.i9iti5s of th5 Chair a4d S5956tio4 Co33itt55
"o read and sign the B)tatement of .onfidentialityB form.
"o maintain confidentiality at all times. #ll proceedings related to
the selection and appointment of staff is strictly confidential.
#ccess to all papers, including applications, is to be limited to
members of the selection committee and the committeeBs secretary.
@eliberations and decisions of the committee must not be
discussed outside the committee without the specific authority of
the .hair. If applicants make 3ueries as to the progress of the
selection process, or the deliberations of the panel, their 3ueries
should be referred to the .hair for response.
"o agree on selection techni3ues, weighting of criteria, interview
3uestions or other evaluation tools prior to interviews to ensure all
applicants are treated in an e3uitable manner.
"o structure interviews and other exercises consistently.
"o provide feedback to applicants. #ll applicants are entitled to
receive feedback from the selection committee once they have
been formally notified of the outcome. ,ither the .hair or
previously agreed upon committee member must respond to such
re3uests in a timely manner.
"o ensure the process is completed within a reasonable timeframe.
Th5 Ass5ss354t Pro65ss
O49y O45 A889i6atio4 is R565i<5d #or a4 Ad<5rtis5d "a6a46y::
It is a re3uirement that a )election (anel is convened to assess the
application against the criteria outlined in the position description and a
decision made as a panel as to the suitability of the applicant.
If all panel members are unanimous that the applicant meets all the
re3uirements of the role, recourse to interview is not re3uired.
"he process must be clearly outlined in the selection report provided to
'uman esources.
Short &isti47::
#ssessing the written applications is the first step in identifying
competitive applicants for further assessment. #ll committee members
are to be involved in the short4listing process.
#s .hair, you need to ascertain, for internally advertised positions, the
applicantDs employment status at G8# before sending the applications,
together with the )tatement of .onfidentiality, to all members of the
)election .ommittee for independent short listing.
)et up a full committee meeting to jointly rank the applicants against the
criteria to determine an initial short list according to an agreed rating
scale !see #ppendix /& and document the results.
8hen you and the )election .ommittee are reading the applications6
"hink about the environment in which the position functions
"ranslate the claims made by applicants into this context
.onsider whether the experience described demonstrate the
applicantBs understanding of the re3uirements of the position
#ssess the level of their formal skill and understanding
It is helpful to assess the written applications against a matrix !refer
attached&. -nly applicants considered competitive for the position need
to be interviewed.
,nsure short listed applicants have signed the (rivacy #uthori+ation and
if not contact them to get authori+ation.
)eek refereesD reports for all short4listed candidates including from
members of the .ommittee who have been approached to act as a
referee for one or more of the short listed applicants. (roviding a report
before the applicantDs performance at interview is considered a way of
minimi+ing bias and maintaining transparency of decision making.
#dvise non4short listed I$",$#> applicants of their performance
relative to the criteria and the reasons for not granting an interview.
@ocument the short4listing process and outcomes.
eturn all non4short listed applications to ' )ervices, 'uman
esources by hand so they can prepare and send Tregret to adviseD
letters.
CHAPTER-4
DATA ANALYSIS
AND
INTERPRETATION
TABLE NO.1
IDENTIFICATION OF RECRUITMENT NEEDS :
S.NO
IDENTIFICTION OF
RECRUITMENT NEEDS
NO.OF
RESPONDENTS
PERCENTAGE
1
While planning about human
resources
20 20%
2 When there is a vacancy 25 25%
3
While expansion of
organization
30 30%
4
Depening upon the present
strategies of the organization
25 25%
TOTAL 100 100%
GRAPH NO.1

Interprett!"n:
!ccoring to the above chart of employees say that recruitment nee is
ientifie "hile planning about human resource# "hen there is a vacancy
an "hile expansion of organization
$
TABLE NO.#
PRO$ISIONS FOR TRA$ELLING ALLO%ANCE TO
MOTI$ATE CANDIDATES ATTENDING INTER$IE% FROM
DISTANT PLACES.
S.N
O
Pr"&!'!"n' ("r
Tr&e))!n* A))"+n,e
t" M"t!&te
Cn-!-te' Atten-!n*
Inter&!e+ (r".
D!'tnt P),e'.
N". O(
Re'p"n-ent'
Per,ent*e
1 %&' 100 100%
2 ()
TOTAL 100 100%
GRAPH NO.#
Interprett!"n:
intervie" from istant places$
TABLE NO / 0
1UALIFICATIONS THE ORGANIZATIONS LOO2S %HILE
RECRUITING APPLICANTS
S.N"
13)!(!,t!"n' t4e
Or*n!5t!"n )""6' +4!)e
Re,r3!t!n* App)!,nt'
N". "(
Re'p"n-ent'
Per,ent*e
1 *oo communication 10 10%
2 '+ills 10 10%
3 !ttitues 55 55%
4
,onest an pleasant
personality 15 15%
5 stuy bac+ groun 10 10%
TOTAL 100 100%
GRAPH NO.0
-Interprett!"n:
#ccording to the above chart ;;R of respondents say attitude and good
communication skills, /2R of respondents say study background and
/2R of respondents say skills are re3uired for recruiting applicants.
TABLE NO.4
DOES THE ORGANISATION USE T7 ATTRACT
E8TERNAL CANDIDATES
S.NO
D"e' t4e Or*n!5t!"n 3'e
T" ttr,t E9tern)
Cn-!-te'
NO.OF
RESPONDENTS
PERCENTAGE
1 !vertising 20 20%
2 .resent employees references 25 25%
3
/ecommenation from various
sources
10 10%
4 !ll 45 45%
TOTAL 100 100%
GRAPH NO.4
Interprett!"n:
!ccoring to the above chart 100% of responents say
avertising# present employee0s reference an
recommenations from various sources are use by 123 to
attract external caniates$
TABLE NO.:
CONDUCTING THE PRELIMINARY INTER$IE%S
S.NO
C"n-3,t!n* T4e
Pre)!.!nr; Inter&!e+'
NO.OF
RESPONDENTS PERCENTAGE
1 ,/D manager 45 45%
2 5echnical persons 25 25%
TOTAL 100 100%
GRAPH NO. :
Interprett!"n:
!ccoring to the above chart 50% of responents
say ,/D manager conucts preliminary intervie"s an
other 50% of responents say technical person conucts
preliminary intervie"s$
TABLE NO.<
FRE1UENCY DONE RECRUITMENT AND SELECTION
S.NO FRE1UENCY DONE RECRUITMENT = SELECTION
NO. OF
RESPONSEDENTS
1 )(& W&&6
2 273 W&&6
3 )(& 8)(5,
4 9!'&D )( /&1/:;58&(5
TOTAL
GRAPH NO.<
Interprett!"n:
!ccoring to the above chart 100% of responents say that
base on recruitment# the recruitment < selection process is
conucte$
TABLE NO.>
TYPE OF INTER$IE%S CONDUCTED
S.NO
TYPE OF INTER$IE%S
CONDUCTED
NO. OF
RESPONDENTS PERCENTAGE
1 Written examination 25 25%
2 *roup iscussions 30 30%
3 .reliminary intervie" 45 45%
TOTAL 100 100%
GRAPH N". >
Interprett!"n:
#ccording to the above chart /22R of respondents say written
examination, group discussion and preliminary interviews are conducted
in .C>.
TABLE NO.?
CRUCIAL LE$EL IN RECRUITMENT AND SELECTION
PROCESS
S.N"
Cr3,!) )e&e) In
re,r3!t.ent n- Se)e,t!"n
Pr",e''
N". O(
Re'p"n-ent'
Per,ent*e
1 &xecutive level 30 30%
2 'upervisory level 20 20%
3 'taff level 40 40%
4 !ll the above 10 10%
TOTAL 100 100%
GRAPH NO / ?
Interprett!"n:
!ccoring to the above chart 100% of responents say crucial
level in recruitment an selection process is one by executive
level# supervisory level an staff level$
TABLE NO / @
INFORMING THE CANDIDATE ABOUT THE DESIGNATION
AND SALARY OFFERED
S.N"
In("r.!n* t4e ,n-!-te
A"3t t4e -e'!*nt!"n
n- ')r; "((ere-
N". O(
re'p"n-ent' Per,ent*e
1 ,/D manager
2 ,/ hea 100 100%
T"t) 100 100%
GRAPH NO @
Interprett!"n:
#ccording to the above chart /22R of respondents say ' head
will inform the candidate about the designation and salary offered.
TA&E NO F 1=
DE"E&OPIN$ THE RE&ATIONSHIP ET,EEN ECISTIN$
E%P&OYEE AND NE,&Y RECRUITED
S.N" De&e)"p!n* N". "( Re'p"n-ent' Per,ent*e
1 5raining 25 25%
2 ;nuction 55 55%
3 )thers 20 20%
TOTAL 100 100%
GRAPH NO / 17
Interprett!"n:
#ccording to the above chart /22R of respondents say induction
will develop the relationship between existing employee and newly
recruited.
TABLE NO- 11
SATISFACTIN OF THE EMPLOYEES REGARDING
E8ISTING RECRUITMENT AND SELECTION PROCESS
S.N" St!'(,t!"n O( T4e
E.p)";ee' Re*r-!n*
E9!'t!n* Re,r3!t.ent
An- Se)e,t!"n Pr",e''
N". O(
Re'p"n-ent'
Per,ent*e
1 %es 40 40%
2 (o 30 30%
5otal 100 100%
GRAPH NO / 11
Interprett!"n:
!ccoring to the above chart 100% of responents say
that they are not satisfie "ith the existing recruitment
an selection process$

CHAPTER-5
CONC&USION
Bharat 'eavy (late F Vessel >imited is a public company
which was incorporated in the year /0<< and its
production was started in the year /0<1 with a capital
investment of /?.; crores and presently its turnover is
around /21 crores. ecruitment and selection at bhpv is
being given much importance and is followed in a
systematic and preplanned way. "he following are
suggestions offered to the management for improving
effectiveness of recruitment and selection programmes

SU%%ARY AND SU$$ESTIONS
SUMMARY OF THE STUDY
"he information collected from the sample si+e of 72 respondents the
following findings are ascertained from the above analysis F
interpretation
Most of the respondents have completed /249; years of service in
the organisation and are post graduates and have good educational
background.
Majority of the respondents are assistant mangers, )r. officers and
@y. Managers.
Majority of the respondents are satisfied with the recruitment
programmes conducted.
#ll the respondents felt that there is an improvement in the work
area after completion of recruitment
#ll the respondents agreed to the fact that improves their skill F
knowledge recruitment and also supports their future personal
re3uirements.
Most of the respondents recommended more number of
recruitment programmes which would be helpful in their work area
and which improves their efficiency.
SU$$ESTIONS:
/. B'(V can conduct campus interviews to get potential candidates
to the organi+ation.
7. @epending upon the job description B'(V can take graduates.
9. B'(V can motivate internal employees with promotions and good
increments.
:. B'(V can recruit and select fresh candidates depending upon
their skills and knowledge. )o that they can get chance to prove
them.
;. )ome online methods should be adopted to satisfaction of the
employees regarding existing recruitment and selection process.
BIBLIOGRAPHY
'uman esource Management F Industrial elations
4 MI)'#
'uman esource and (ersonnel Management
4 .'#$@# ),I'#
ecords and eports of B'(V
:::..h8<9.6o3D
13e't!"nn!re
/. ,o" i you ientify the recruitment nee in the
organization=
a> While planning about ,/
b> When there is vacancy
c> While expansion of the organization
> Depening upon the present strategies of the
organization
e> !ll the above
7. What is the metho of intervie" conucte in your
organization=
a> Wal+7in b> telephonic
c> ;nternet > )thers
9. Does the organization provie any travelling allo"ance to
motivate caniates attening the intervie" from istant
places=
a> %es b> (o
:. Does the organization appoint any representatives "ho
ma+e the people +no" about the vacancies in the
organization=
a> %es b> (o
;. What is the ?ualification that the organization loo+s for "hile
recruiting the applicants=
a> *oo communication s+ills
b> !ttitue
c> ,onest an pleasant to "or+ "ith
> "ith s+ills re?uire
e> 'tuy bac+groun
@$ What oes the organization use to attract external caniates=
a& !vertising
b& .resent employees reference
c& /ecommenation from various sources
d& !ll

4$ )n "hat basis the organization scrutinizes the applicants=
a& 9ase on information in application forms
b& 9ase on age# ?ualification< experience
c& !ll
A$ Who conucts the preliminary intervie"s in your organization=
a& ,/D manager b> 5echnical persons


B$ Who conucts the final intervie"s in your organization=
a& ,/D manager b> 1oncerne hea of the ept$
c> *eneral 8anager > !ll

10$ ,o" fre?uently is the selection an recruitment one=
a& )ne "ee+ b> 273 "ee+s
c> )ne month > base on re?uirement
11$ What type of intervie"s is conucte in the organization=
a> Written examinations b> *roup iscussions
c> .reliminary intervie" > !ll the above

12$ !t "hat level o you thin+ the recruitment an selection
process is more crucial=
a> &xecutive level b> 'upervisory level
c> 'taff level > !ll the above
13$ !fter selection of caniates "ho "ill inform him about the
esignation < salary offere=
a& ,/ hea b> )thers

14$,o" oes the organization evelop the relationship bet"een
existing employee an ne"ly recruite=
a> 5raining b> ;nuction
c> )thers
15$!re you satisfie "ith existing recruitment an selection
process=
a& &xcellent b> *oo c> 'atisfactory