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Bharti Vidyapeeth University Amplify - DITM

COMPARATIVE STUDY OF THE RECRUITEMENT AND

SELECTION POLICIES OF (B.H.E.L.) AND (B.S.N.L.)

By

SHIKHA RATHI

Submitted to
BHARTI VIDYAPEETH UNIVERSITY

In Partial Fulfillment of the Requirements for

the Award of the POST GRADUATE DIPLOMA

in

TELECOM MANAGEMENT

Bharti Vidyapeeth University – Amplify DITM,

[APRIL-2009]
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ACKNOWLEDGEMENT

I have a great pleasure in presenting this project report on the

data collected by me on Comparative Study of the Recruitment
and Selection Policies of (B.H.E.L.) and (B.S.N.L).

I am very great full to our Director Mr. Jamshed Khursigara &

HOD Mr. V.J. Gomes for giving timely advice and valuable
suggestion.

I take this opportunity to express my heartful gratitude to my

guide, Mr. MANOJ BUDHIRAJA who inspire of her busy schedule
was always ready to share with me pearls of wisdom from his
vast experience.

Finally, my special thanks to all those who have helped me to

complete this project work.

SHIKHA RATHI
PGDTM –IVth SEM
(BHARTI VIDYAPEETH, KATRAJ, PUNE)
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TABLE OF CONTENTS

CHAPTER-I INTRODUCTION.

CHAPTER-II ORGANIZATIONAL PROFILE.

CHAPTER-III OBJECTIVES OF THE STUDY.

CHAPTER-IV RESEARCH METHODOLOGY.

CHAPTER-V DATA ANALYSIS AND INTERPRETATION.

CHAPTER-VI OBSERVATIONS AND FINDING.

CHAPTER-VII CONCLUSIONS AND SUGGESTIONS.

BIBLOGRAPHY, ANNEXURE
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BONAFIDE CERTIFICATE

This is to certified that this project report titled

COMPARATIVE STUDY OF RECRUITEMENT AND SELECTION
POLICIES OF (B.H.E.L.) AND (B.S.N.L.) is the bonafide work
of Ms. Shikha Rathi who carried out the research under my
supervision. Certified further, that to the best of my
knowledge the work reported herein does not form part of
any other project report or dissertation on the basis of
which a degree or award was conferred on an earlier
occasion on this or any other candidate.

Prepaired by Project Guide

Shikha Rathi Jamshed Khursigara
PGDTM-059
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EXECUTIVE SUMMARY

I have done my project on comparative study of recruitment and

selection policies of (B.H.E.L.) and (B.S.N.L.). My main objective
of this study was to know the recruitment and selection policies
of (B.H.E.L.) and (B.S.N.L.) how much the employee of the
company are satisfied with these policies, what are the
differences between the policies of both the company and also
the procedure of recruitment and selection of both the company
and comparison between them.

Research methodology and method for the data collection is

used was through questionnaire and interviews, through
discussion with the management members, through interacting
with different employee of the company, by referring manuals
and magazines.

There was some limitation during the study like the sample
chosen doesn’t represent the total population, some of them
needed help in answering the questionnaire since they found
difficulty in understanding the literal meaning of the questions,
time boundation was there .
On the bases of the observation and data collected we come to
the following observation that:
• Preference should be given to the most eligible candidate,
irrespective of their sex.
• It should be suggested that the Company should pay the
travel expenses to the candidate.
• With changing times and changing needs the policies
should be flexible.
• The Preference should be given to the most eligible
candidate, irrespective of whether candidate is internal or
external.
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INTRODUCTION
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INTRODUCTION

Recruitment is an important part of a business' human resource

planning. In all businesses, people are a vital resource - and they
need to be managed as such. The overall aim of the recruitment
and selection process is to obtain the number and quality of
employees that are required in order for the business to achieve
its objectives.

The Recruitment and Selection process promotes successful

hiring decisions that can truly impact the success of a
department or faculty.The selection of a candidate with the right
combination of education, work experience, attitude, and
creativity will not only increase the quality and stability of the
workforce, it will also play a large role in bringing management
strategies and planning to fruition.

There are three main stages in recruitment:

(1) Identify and define the requirements. This involves the
preparation of job descriptions, job specifications and person
specifications
(2) Attract potential employees - there are various methods for
doing this - which are described in a separate revision note
(3) Select and employ the appropriate people from the job
applicants
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It is important to appreciate that recruitment is a continuous

process - because of:
• Staff departures (e.g. retirements, sackings, resignations)
• Changes in business requirements (e.g. new products,
markets, expanded operations)
• Changes in business location (a relocation often triggers
the need for substantial recruitment)
• Promotions

PURPOSE & IMPORTANCE OF RECRUITMENT

• Recruitment Home » Purpose & Importance Of Recruitment

• Attract and encourage more and more candidates to apply
in the organisation.
• Create a talent pool of candidates to enable the selection of
best candidates for the organisation.
• Determine present and future requirements of the
organization in conjunction with its personnel planning and
job analysis activities.
• Recruitment is the process which links the employers with
the employees.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of selection process by
decreasing number of visibly under qualified or
overqualified job applicants.
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• Help reduce the probability that job applicants once

recruited and selected will leave the organization only after
a short period of time.
• Meet the organizations legal and social obligations
regarding the composition of its workforce.
• Begin identifying and preparing potential job applicants
who will be appropriate candidates.
• Increase organization and individual effectiveness of
various recruiting techniques and sources for all types of
job applicants

RECRUITMENT PROCESS

The recruitment and selection is the major function of the human

resource department and recruitment process is the first step
towards creating the competitive strength and the strategic
advantage for the organisations. Recruitment process involves a
systematic procedure from sourcing the candidates to arranging
and conducting the interviews and requires many resources and
time. A general recruitment process is as follows:

Identifying the vacancy:

The recruitment process begins with the human resource
department receiving requisitions for recruitment from any
department of the company. These contain:
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• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
• Preparing the job description and person specification.
• Locating and developing the sources of required number
and type of employees (Advertising etc).
• Short-listing and identifying the prospective employee with
required characteristics.
• Arranging the interviews with the selected candidates.
• Conducting the interview and decision making
• Identify vacancy
• Prepare job description and person specification
• Advertising the vacancy
• Managing the response
• Short-listing
• Arrange interviews
• Conducting interview and decision making
• The recruitment process is immediately followed by the
selection process i.e. the final interviews and the decision
making, conveying the decision and the appointment
formalities.
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SOURCES OF RECRUITMENT

Every organisation has the option of choosing the candidates for

its recruitment processes from two kinds of sources: internal
and external sources. The sources within the organisation itself
(like transfer of employees from one department to other,
promotions) to fill a position are known as the internal sources
of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the
external sources of recruitment.
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INTERNAL SOURCES OF RECRUITMENT

• TRANSFERS: The employees are transferred from one

department to another according to their efficiency and
experience.
• PROMOTIONS: The employees are promoted from one
department to another with more benefits and greater
responsibility based on efficiency and experience.
• Others are Upgrading and Demotion of present employees
according to their performance.
• Retired and Retrenched employees may also be recruited
once again in case of shortage of qualified personnel or
increase in load of work. Recruitment such people save
time and costs of the organisations as the people are
already aware of the organisational culture and the policies
and procedures.
• The dependents and relatives of Deceased employees and
Disabled employees are also done by many companies so
that the members of the family do not become dependent
on the mercy of others.
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EXTERNAL SOURCES OF RECRUITMENT

1. PRESS ADVERTISEMENTS:
Advertisements of the vacancy in newspapers and journals are a
widely used source of recruitment. The main advantage of this
method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES:
Various management institutes, engineering colleges, medical
Colleges etc. are a good source of recruiting well qualified
executives, engineers, medical staff etc. They provide facilities
for campus interviews and placements. This source is known as
Campus Recruitment.

3. PLACEMENT AGENCIES:
Several private consultancy firms perform recruitment functions
on behalf of client companies by charging a fee. These agencies
are particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process
Outsourcing)

4. EMPLOYMENT EXCHANGES:
Government establishes public employment exchanges
throughout the country. These exchanges provide job
information to job seekers and help employers in identifying
suitable candidates.
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5. LABOUR CONTRACTORS:
Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This
source is used to recruit labour for construction jobs.

6. UNSOLICITED APPLICANTS:
Many job seekers visit the office of well-known companies on
their own. Such callers are considered nuisance to the daily
work routine of the enterprise. But can help in creating the talent
pool or the database of the probable candidates for the
organisation.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS:

Many organisations have structured system where the current
employees of the organisation can refer their friends and
relatives for some position in their organisation. Also, the office
bearers of trade unions are often aware of the suitability of
candidates. Management can inquire these leaders for suitable
jobs. In some organizations these are formal agreements to give
priority in recruitment to the candidates recommended by the
trade union.
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8. RECRUITMENT AT FACTORY GATE:

Unskilled workers may be recruited at the factory gate these may
be employed whenever a permanent worker is absent. More
efficient among these may be recruited to fill permanent
vacancies.
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FACTORS AFFECTING RECRUITMENT

The recruitment function of the organisations is affected and

governed by a mix of various internal and external forces. The
internal forces or factors are the factors that can be controlled
by the organisation. And the external factors are those factors
which cannot be controlled by the organisation. The internal and
external forces affecting recruitment function of an organisation
are:
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INTERNAL FACTORS AFFECTING RECRUITMENT

The internal forces i.e. the factors which can be controlled by the
organisation are:

1. RECRUITMENT POLICY:
The recruitment policy of an organisation specifies the
objectives of recruitment and provides a framework for
implementation of recruitment programme. It may involve
organizational system to be developed for implementing
recruitment programmes and procedures by filling up vacancies
with best qualified people.

FACTORS AFFECTING RECRUITMENT POLICY:

• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.

2. HUMAN RESOURCE PLANNING:

Effective human resource planning helps in determining the
gaps present in the existing manpower of the organization. It
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also helps in determining the number of employees to be

recruited and what qualification they must possess.

3. SIZE OF THE FIRM:

The size of the firm is an important factor in recruitment process.
If the organization is planning to increase its operations and
expand its business, it will think of hiring more personnel, which
will handle its operations.

4. COST:
Recruitment incur cost to the employer, therefore, organizations
try to employ that source of recruitment which will bear a lower
cost of recruitment to the organization for each candidate.

5. GROWTH AND EXPANSION:

Organization will employ or think of employing more personnel if
it is expanding its operations.
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RECRUITMENT POLICY

In today’s rapidly changing business environment, a well

defined recruitment policy is necessary for organizations to
respond to its human resource requirements in time. Therefore,
it is important to have a clear and concise recruitment policy in
place, which can be executed effectively to recruit the best talent
pool for the selection of the right candidate at the right place
quickly. Creating a suitable recruitment policy is the first step in
the efficient hiring process. A clear and concise recruitment
policy helps ensure a sound recruitment process.

It specifies the objectives of recruitment and provides a

framework for implementation of recruitment programme. It may
involve organizational system to be developed for implementing
recruitment programmes and procedures by filling up vacancies
with best qualified people.
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COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation

• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment
• A recruitment policy of an organisation should be such
that:
• It should focus on recruiting the best potential people.
• To ensure that every applicant and employee is treated
equally with dignity and respect.
• Unbiased policy.
• To aid and encourage employees in realizing their full
potential.
• Transparent, task oriented and merit based selection.
• Weightage during selection given to factors that suit
organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each
selection.
• Abides by relevant public policy and legislation on hiring
and employment relationship.
• Integrates employee needs with the organisational needs.
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FACTORS AFFECTING RECRUITMENT POLICY

• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.

RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:

OUTSOURCING:
In India, the HR processes are being outsourced from more than
a decade now. A company may draw required personnel from
outsourcing firms. The outsourcing firms help the organisation
by the initial screening of the candidates according to the needs
of the organisation and creating a suitable pool of talent for the
final selection by the organisation. Outsourcing firms develop
their human resource pool by employing people for them and
make available personnel to various companies as per their
needs. In turn, the outsourcing firms or the intermediaries
charge the organisations for their services.
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Advantages of outsourcing are:

• Company need not plan for human resources much in
advance.
• Value creation, operational flexibility and competitive
advantage turning the management's focus to strategic
level processes of HRM
• Company is free from salary negotiations, weeding the
unsuitable resumes/candidates.
• Company can save a lot of its resources and time

POACHING/RAIDING:
“Buying talent” (rather than developing it) is the latest mantra
being followed by the organisations today. Poaching means
employing a competent and experienced person already working
with another reputed company in the same or different industry;
the organisation might be a competitor in the industry. A
company can attract talent from another firm by offering
attractive pay packages and other terms and conditions, better
than the current employer of the candidate. But it is seen as an
unethical practice and not openly talked about. Indian software
and the retail sector are the sectors facing the most severe brunt
of poaching today. It has become a challenge for human
resource managers to face and tackle poaching, as it weakens
the competitive strength of the firm.
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E-RECRUITMENT:
Many big organizations use Internet as a source of recruitment.
E- Recruitment is the use of technology to assist the recruitment
process. They advertise job vacancies through worldwide web.
The job seekers send their applications or curriculum vitae i.e.
CV through e mail using the Internet. Alternatively job seekers
place their CV’s in worldwide web, which can be drawn by
prospective employees depending upon their requirements.

Advantages of E-Recruitment are:

• Low cost.
• No intermediaries
• Reduction in time for recruitment.
• Recruitment of right type of people.
• Efficiency of recruitment process.
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RECRUITMENT VS SELECTION

Recruitment Home » Recruitment Vs Selection

Both recruitment and selection are the two phases of the
employment process. The differences between the two are:
• Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the
organisation WHEREAS selection involves the series of
steps by which the candidates are screened for choosing
the most suitable persons for vacant posts.
• The 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 WHEREAS the basic purpose
of selection process is to choose the right candidate to fill
the various positions in the organisation.
• Recruitment is a positive process i.e. encouraging more
and more employees to apply WHEREAS selection is a
negative process as it involves rejection of the unsuitable
candidates.
• Recruitment is concerned with tapping the sources of
human resources WHEREAS selection is concerned with
selecting the most suitable candidate through various
interviews and tests.
• There is no contract of recruitment established in
recruitment WHEREAS selection results in a contract of
service between the employer and the selected employee.
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ORGANIZATIONAL
PROFILE
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COMPANY PROFILE

B.H.E.L. is the biggest and the oldest manufacturing division of

public sector corporation. Bharat heavy electicals limited is
countries pioneering engineering organization the first of its kind
in Asia. Heavy electrical India limited Bhopal was registered on
29th august 1956 with a view to reach self sufficiency in
industrial products and power equipment vital for
industrialization of country. Foundation stone was laid on 15th
November 1958 and its production started on 1st July 1960.
B.H.E.L. Was inaugurated formally in November 1960 by late
Prime Minister Shri Jawahar Lal Nehru.

To meet the total demand of heavy electrical equipment BHEL

came in to being as there was need for an integrated approach to
the development of power equipment manufacture in India and
also to optimally utilize the resources. It is the largest
engineering and manufacturing enterprise of its kind in India,
and one of the leading international companies in the power
field. BHEL offers over 180 products and provides systems and
services to meet the needs of core sectors like: Power,
Transmission, Industry, Transportation, Non-Conventional
Energy Sources, and Oil & Gas Exploration &
Telecommunication. With 14 Manufacturing Divisions, a wide
spread Regional Services Network, and Project Sites all over
India & abroad and with an export presence in more than 50
countries, BHEL is truly India’s Industrial ambassador to the
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world. All major Manufacturing, Erection and Service units of

BHEL have been awarded ISO 9000 certification.

BHEL’s Bhopal plant is the company’s oldest unit with updated

& state-of-the-art manufacturing facilities. The product range at
Bhopal includes Hydro, Steam, Marine & Nuclear Turbines,
Hydro & Turbo Generators, Transformers, Switchgears, Control
gears, Transportation, Equipments, Capacitors, Bushings,
Electrical Motors, Rectifiers, Oil Drilling Rig, Equipments, Battery
Powered Vehicles and Diesel Generating sets. This unit have
been recommended for ISO-14001 certificate for its
Environmental Management System.

BHEL Bhopal's strength is existed in its employees. Company

invests in Human Resource continuously and is alive to their
needs. The plant's well established township is spread over an
area of around 20 sq kms. and provides good Health facilities,
Sports & Recreational Parks.
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BHEL VISION, MISSION, VALUES

BHEL VISION:
A world class Engineering Enterprise committed to enhancing
stakeholders value.

MISSION:
To be an Indian multinational; engineering enterprise providing
total business solution through quality products, system and
service in the fields of energy, industry, transportation,
infrastructure and other potential areas.

VALUES:

The values of BHEL are:

• Zeal to excel and zest for change.
• Integrity and fairness in all matters.
• Respect for dignity & potentials of individuals.
• Strict adherence to commitments.
• Ensure speed of response
• Faster learning, creativity & team work.
• Loyalty and pride in the company.
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PRODUCT PROFILE OF BHEL

Power Utilization: -
 Industrial Machines
Power Generation: -
 Hydro Turbines
 Hydro Generators
 Heat Exchangers
 Excitation Control
 Equipment
 Steam Turbine
 Control & Relay Panel
Power Transmission: -
 Transformer
 Switchgear
 On- Load Tap Changers
 Large Current Rectifier
Transportation: -
 Transportation Equipment
Renovation & Maintenance:
 Hydro Power Stations
 Thermal Power Stations
 Worker Engg. & Services
Miscellaneous: -
 Fabrication
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 Coil & Insulation

 Casting
BHEL UNIT WISE DESCRIPTION

Name of the Name of the Year Year of

Unit City Established Production /
Merger
HEP BHOPAL 1956 1965
HPEP HYDERABAD 1963 1965
HPBP TRICHY 1963 1965
HEEP HARIDWAR 1963 1965
CFFP HARIDWAR 1974 1976
TP JHANSI 1976
SSTP TRICHY 1976 1979
BAP RANIPET 1976 1980
ISG BANGALORE 1932 1980
EDN BANGALORE 1963 1980
EDP BANGALORE 1932 1980
IVP GOINDWAL 1983 1984
IP JAGDISHPUR 1984
HERP VARANASI 1984
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BHEL BHOPAL PROFILE

Established in the late 50’s, Bharat Heavy Electrical Ltd. (BHEL)

is, today, a name to reckon with in the industrial world. It is the
largest engineering and manufacturing enterprise of its kind in
India, and of the leading International Companies in the power
field. BHEL offers over 180 products and provided systems
and services to meet the needs of core sectors like: Power
Generation and Transmission, Industry, Transportation,
Telecommunication, Non- Conventional Energy Sources, Oil &
Gas. With 14 Manufacturing Divisions, a wide spread Regional
Services Network, and Project Sites all over India & Abroad and
with an export presence in more than 50 countries, BHEL is truly
India’s Industrial Ambassador to the world. All major
Manufacturing, Erection and Services units of BHEL have been
awarded ISO 9000 Certification.

BHEL’s BHOPAL plan is the company’s oldest unit with updated

& state of the art manufacturing facilities. The product rang at
Bhopal including Hydro, Steam, Marine & Nuclear Turbines,
Hydro & Turbo Generators, Transformers, Switchgears, Control-
Gears, Transportation Equipments, Capacitors, Bushing,
Electrical Motors, Rectifiers, Oil Drilling Rig Equipments, Battery
Powered Vehicles, and Diesel Generating sets. This unit has
been recommended for ISO-14001 certificate for its
Environmental Management System.
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BHEL BHOPAL’S STRENGTH: The greatest strength of BHEL

Bhopal is its highly skilled and committed 7716 Employees.
Every employee is given an equal opportunity to develop himself
and improve his position. Continuous training and retraining,
career planning, a positive work culture and participative style of
management have engendered development of a committed and
motivated work force leading to enhanced productivity and
higher levels of quality.

UNIT’S POLE STAR STATEMENT: To be a leading and

creditable supplier of product and services ensuring adequate
return for growth inline with company’s vision and mission.
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ORGANIZATION CHART OF BHEL

CHAIRMAN & MANAGING DIRECTOR


DIRECTORS

EXECUTIVE DIRECTORS

GENERAL MANAGERS

ADDITIONAL GENERAL MANAGERS

DEPUTY GENERAL MANAGERS

SENIOR MANAGERS

MANAGERS

SENIOR EXECUTIVES

EXECUTIVES

SUPERVISORS

CLERKS
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CLASSIFICATION OF EMPLOYEES OF BHEL

EXECUTIVES:
• EDN
• GM
• AGM
• DGM
• DGM
• Sr. Manager
• Manager
• Dy. Manager
• Sr. Engineer/ Sr. Personnel Officer/Sr. ADM Officer
• Sr. Stores Officers/ Sr. Account officer
• Engineer/ Personnel Officer / ADM Officer
• Store Officer / Account Officer

SUPERVISORS:
• Sr. Executive Foreman
• Executive Foreman
• General Foreman / Chief Foreman
• Foreman / Store Holder Grade – I / Sr. Accountant Grade /
Sr. Officer Superintendent.
• Asst. foreman/ Store Holder Grade II / Accountant Grade II /
Officer Super Superintendent
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• Charge Man/ Store Holder Grade III / Accountant Grade III /

Asst. Officer Superintendent.
TECHNICIANS:
• Chief Technician
• General Technician
• Master Technician
• Sr. Technician
• Technician

ARTISANS:
• Electrical Grade I, II, III, IV
• Draftman Grade I, II, III, IV
• Fitters Grade I, II, III, IV
• Machinist Grade I, II, III, IV
• Turner Grade I, II, III, IV
• Welder Grade I, II, III, IV
• Winder Grade I, II, III, IV
• Rigger Grade I, II, III, IV
• Crane Operator Grade I, II, III, IV
• Lab Assistant Grade I, II, III, IV
• Black Smith Grade I, II, III, IV
• Patternmaker Grade I, II, III, IV
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CLERICAL STAFF (NON SUPERVISORS)

• Librarian
• Compounder
• Pharmacists
• Nurses
• Dresser
• Telex / Telephone Operator
• Drivers
UNSKILLED / SEMI SKILLED WORKERS
• Peons
• Mails
• Sweepers
• Workers on Daily Wages Etc.
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THE BHEL HAS TO FOLLOW THESE WAYS FOR

RECRUITING THE EMPLOYEE

A.PURPOSE:
The purpose of the company is to define the procedure of
Recruitment & Selection in the company.

B.SCOPE:
The scope of the company is to find the individuals
seeking employment in the company.

C.RESPONSIBILITY:
The Responsibility is on the Manager-HRD/Operations Director-
EAI Systems/Operation Director-TPB-India.

D.AUTHORITY:
The Authority in the company is commensurate with
responsibility.

E.PROCEDURE STEPS:

1.MAN POWER RECRUITMENT

• As and when the need arises , the Manpower

Requirement Form is dually filled by the HOD/Group
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Manager of the concerned department and forwarded to

the HRD Department.

• The HRD Department initiates activity on the recruitment

once the "Manpower Requirement" form is approved by
MD.

• All "Manpower Requirement “Forms are maintained by the

HRD Department.

2. IDENTIFYING SOURCES OF RECRUITMENT:

On the basis of Manpower Requirement Form a recruitment
source is identified. The source of recruitment could be
external or internal.

INTERNAL SOURCE OF RECRUITMENT

• Internal Transfer/Promotion with necessary screening,
training and selection to meet the specified requirement. It
would be desirable to utilize the internal sources before
going outside to attract the candidates. The two
categories of internal sources including a review of the
present employees and nomination of the candidates by
employees.
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The COMPANY suggests that the effective utilization of

internal sources necessitates an understanding of their skills
and information regarding relationships of jobs. This will
provide possibilities for horizontal and vertical transfers
within the enterprise eliminating simultaneous attempts to
lay off employees in one department and recruitment of
employees with similar qualification for another department
in the company. Promotions and Transfers within the plant
where an employee is best suitable improves the morale
along with solving recruitment problems.

These measures can be taken effectively if we established

job families through job analysis programmes combining
together similar jobs demanding similar employee
characteristics. Again, employee can be requested to suggest
promising candidates. Sometimes in a company the
employees are given prizes for recommending a candidate
who has been recruited. The usefulness of this system in
the form of loyalty and its wide practice, it has been
pointed that it gives rise to cliques posing difficulty to
management.

Therefore, in this company before utilizing the system

attempts should be made to determine through research
whether or not employees thus recruited are effective on
particular jobs. Usually, internal sources can be used
effectively if the number of vacancies are not very large,
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adequate, employee records are maintained, jobs do not demand

originality lacking in the internal sources, and employees have
prepared themselves for promotion.

EXTERNAL SOURCE S OF RECRUITMENT

An external source of Recruitment is considered from the
combination of the following options:

CONSULTANT:
Consultant are given the requirement specifying
qualifications, experience and all other necessary details. In
consultant we considers the employment agencies,
educational and technical institute, casual, labor and mail
applicants, trade unions and other sources. Our company
have developed markedly in large cities in the form of
consultancy services.

Usually this company facilitates recruitment of technical and

professional personnel. Because of their specialization, they
effectively assess the needs of their clients and aptitude
and skills of the specialized personnel. They do not merely
bring an employer and an employee together but
computerize lists of available talents, utilizing testing to
classify and used advance techniques of vocational guidance
for effective placement purposes.
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Educational and technical institutes also forms an effective

source of manpower supply. There is an increasing
emphasis on recruiting students from different management
institutes and universities' commerce and management
departments by recruiters for positions in sales, accounting,
finance, personnel and production. These students are
recruited as management trainees and then placed in special
company training programmes. They are not recruited for
particular positions but for development as future
supervisors and executive.

Indeed , this source provides a constant flow of new

personnel with leadership personalities. Vocational schools
and industrial training institutes provides specialized
employees, apprentices, and trainees for semiskilled and
skilled jobs. Persons trained in these schools and institutes
can be placed on operative and similar jobs with a
minimum of in plant training. However, recruitment of these
candidates must be based on realistic and differential
standards established through research reducing turnover
and enhancing productivity.

The enterprise depends to some extent upon casual labour

or "applicant at the gate" and mail applicants. The
candidates may appear personally at the company's
employment office or send their applications for possible
 2

vacancies. According to company the quality and quantity

of such candidates depend on the image of the company in
community.

Prompt response to these applicants proves very useful for

the company. The company find that this source is
uncertain, and applicants reveal a wide range of abilities
necessitating a careful screening. Despite these limitations,
it forms a highly inexpensive source as the candidates
themselves come to the gate of the company. It also
provides measures for a good public relations and
accordingly , the candidates visiting the company must be
received cordially.

Trade unions are playing an increasingly important role in

labour supply. In several trades, they supply skilled labour in
sufficient numbers. They also determine the order in which
employees are to be recruited in the organization. In
industries where they do not take active part in recruitment,
they make it a point the employees laid off are given
preference in recruitment.
 2

ADVERTISEMENT:
• All recruitment advertisements are placed centrally by the
HRD Department.
• The advertisement is drafted by HRD Department in
consultation with the concerned Department.
• All related documents of Advertisements released are
maintained in the "Advertisement" file.

In addition to the above sources, several organizations

develop sources through voluntary organizations such as
clubs, attracts employees of competitors looking for a
change or good prospectus for employment, utilize women,
older workers and physically handicapped for specific
positions where they are best suitable, and use the
"situation wanted" advertisement in newspapers.
 2

3. SELECTION:

A .SCREENING/SHORTLISING
Resumes received from consultants and/or from the
advertisements released in Newspaper/Magzine are screened
by HRD Department in consultation with the concerned
department.

B.INTERVIEW CALL:
The shortlisted candidates are contacted for interview
through an interview call letter/telephone call/e-mai l or
through the consultants.

C.INTERVIEW SCHEDULE:
Interview schedule is prepared and sent to the concerned
Department's HOD, Interview panel and a copy is kept for
HRD Department records. The Interview Schedule includes
the following requirement.
 2

RECRUITMENT PROCESS

Vaccant Position in the Orgn.

No
Resume Requisition Process
Requisition
Details Manpower requisition
Requisition approval
Direct
Application Short-List Recruitment
Applicant
Data Blank Call for Evaluation

Evaluation Process

Offer Letter to selected

Rejection/Hold Candidates

The Applicant Databank is A Central storehouse of Applicant

related information.
The Recruitment Process has different options- Direct and
Through Requisition
Direct: The Candidate required for a vacant position in the
organization is searched from the applicant Data Bank and given
offer.
Through Requisitions: The Requisition Process (an official
written demand) comprise of Manpower Requisitions from the
organization.
 2

After Approval of the Requisitions the Applicants are short listed

from the Applicant Data Bank based on the position, Experience,
skill set, Qualification as required from the Requisition.

The Short Listed Applicants are then called for an evaluation

process that is based on pre-defined steps for the respective
positions.

After clearing the evaluation process an offer letter is given to

the selected applicants.

If the Applicant is rejected or on Hold during Evaluation

process, the Applicant goes back to the Applicant Data Bank
with appropriate status.

In today's rapidly changing business environment,

organizations have to respond quickly to requirements for
people. Hence, it is important to have a well-defined
recruitment policy in place, which can be executed
effectively to get the best fits for the vacant positions.
Selecting the wrong candidate or rejecting the right
candidate could turn out to be costly mistakes for the
organization. Selection is one area where the interference of
external factors is minimal. Hence the HR department can
use its discretion in framing its selection policy and using
various selection tools for the best results. These case lets
 2

discuss the importance of having an effective recruitment

and selection policy.

They discuss the importance of a good recruitment and

selection process that starts with gathering complete
information about the applicant from his application form and
ends with inducting the candidate into the organization.

NORMS OF BHEL RECRUITMENT

BHEL mainly recruits Engineer Trainees, Supervisor Trainees

and Artisans, whenever vacancies for these positions are
sanctioned. Once vacancies are sanctioned, the recruitment for
these position is conducted according to the process which will
be described in detail in open advertisement issued. You may
look out for such advertisements in the “Employment News”,
and also at this website, where it will also be hosted when
issued. However, some broad features are given below:

1. For the positions of-

a) Engineer Trainees
b) Supervisors Trainees

Normally above two recruitments are centrally conducted for

various units of BHEL and detailed advertisement, containing no.
of vacancies, job-specifications, selection process etc., is
published in National Dailies.
 2

For these positions, generally recruitment is conducted

leveraging technology, which requires submission of
applications ‘on-line’ only. The broad job-specifications are as
under:

JOB SPECIFICATIONS:

a) For Engineer Trainees

Full time regular Bachelor’s Degree in Engineering or

Technology from a recognized Indian University/Institute in
the relevant discipline with minimum 60% marks in the
aggregate of marks of all years/semesters.

b) For Supervisor Trainees

Full time regular Diploma in engineering in the relevant

discipline with minimum 60% marks in the aggregate of marks
of all years/semesters (relaxable to 55% for SC/ST candidates)
from a recognized Indian university/institute.

Upper Age Limit

Engineer Trainee- 27 years for Graduates
 2

29 years for Post-Graduate

Supervisor Trainee-27 years

The selection process involves on All India based written test

followed by interview. The process by which the candidates,
who apply, are shortlisted for inviting for written test and
interview, is described in detail in the advertisements issued.

2. For the position of Artisans

The recruitment for these positions is conducted by concerned

unit only, whenever vacancies are sanctioned to them. The
detailed advertisement, containing no. of vacancies, job
-specifications, selection process etc., is published in
Employment News and hosted on BHEL website. Window
advertisement is, however, published in Local Dailies.

JOB SPECIFICATION:

Matric/SSLC + National Trade Certificate (NTC) in the relevant

trade plus National Apprenticeship Certificate (NAC) with not
less than 60% marks for Gen and OBC candidates and not less
than 55% marks for SC/ST candidates in both NTC and NAC.
 2

Upper Age Limit- 27 years for General Candidates Relaxation in

upper age limit for various categories in all the above positions
is as per Presidential/ Govt. Directives on reservations.

The selection process involves written test followed by

interview. The process by which the candidates, who apply, are
shortlisted for inviting for written test and interview, is described
in detail in the advertisements issued.

Note:
1. The above mentioned job-specifications are broad in
nature. As such, it is advised to refer to the details of
concerned recruitment, whenever conducted.
2. Applications for jobs are to be submitted against
specific recruitment advertisement only and as
prescribed.
3. Occasionally BHEL recruits persons at levels other
than described above. Any advertisements issued in
this regard will also be hosted at the site.
4. Unsolicited applications will neither be entertained
nor responded.
 2

COMPANY PROFILE

Bharat Sanchar Nigam Ltd. formed in October, 2000, is World's

7th largest Telecommunications Company providing
comprehensive range of telecom services in India: Wireline,
CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service,
MPLS-VPN, VSAT, VoIP services, IN Services etc. Within a span
of five years it has become one of the largest public sector unit
in India.

BSNL has installed Quality Telecom Network in the country and

now focusing on improving it, expanding the network,
introducing new telecom services with ICT applications in
villages and wining customer's confidence. Today, it has about
47.3 million line basic telephone capacity, 4 million WLL
capacity, 20.1 Million GSM Capacity, more than 37382 fixed
exchanges, 18000 BTS, 287 Satellite Stations, 480196 Rkm of
OFC Cable, 63730 Rkm of Microwave Network connecting 602
Districts, 7330 cities/towns and 5.5 Lakhs villages.
 2

BSNL is the only service provider, making focused efforts and

planned initiatives to bridge the Rural-Urban Digital Divide ICT
sector. In fact there is no telecom operator in the country to beat
its reach with its wide network giving services in every nook &
corner of country and operates across India except Delhi &
Mumbai. Whether it is inaccessible areas of Siachen glacier and
North-eastern region of the country. BSNL serves its customers
with its wide bouquet of telecom services.

BSNL is numero uno operator of India in all services in its

license area. The company offers vide ranging & most
transparent tariff schemes designed to suite every customer.

BSNL cellular service, Cell One, has more than 17.8 million
cellular customers, garnering 24 percent of all mobile users as
its subscribers. That means that almost every fourth mobile user
in the country has a BSNL connection. In basic services, BSNL is
miles ahead of its rivals, with 35.1 million Basic Phone
subscribers i.e. 85 per cent share of the subscriber base and 92
percent share in revenue terms.

BSNL has more than 2.5 million WLL subscribers and 2.5 million
Internet Customers who access Internet through various modes
viz. Dial-up, Leased Line, DIAS, and Account Less Internet (CLI).
BSNL has been adjudged as the NUMBER ONE ISP in the
country.
 2

BSNL has set up a world class multi-gigabit, multi-protocol

convergent IP infrastructure that provides convergent services
like voice, data and video through the same Backbone and
Broadband Access Network. At present there are 0.6 million
DataOne broadband customers.

The company has vast experience in Planning, Installation,

network integration and Maintenance of Switching &
Transmission Networks and also has a world class ISO 9000
certified Telecom Training Institute.

Scaling new heights of success, the present turnover of BSNL is

more than Rs.351,820 million (US $ 8 billion) with net profit to the
tune of Rs.99,390 million (US $ 2.26 billion) for last financial year.
The infrastructure asset on telephone alone is worth about
Rs.630,000 million (US $ 14.37 billion).

BSNL plans to expand its customer base from present 47

millions lines to 125 million lines by December 2007 and
infrastructure investment plan to the tune of Rs. 733 crores (US$
16.67 million) in the next three years.

The turnover, nationwide coverage, reach, comprehensive range

of telecom services and the desire to excel has made BSNL the
No. 1 Telecom Company of India.
 2

VISION, MISSION & OBJECTIVES

VISION:
To become the largest telecom Service Provider
in Asia.

MISSION:
i. To provide world class State-of-art
technology telecom services to its
customers on demand at competitive
prices.

ii. To Provide world class telecom

infrastructure in its area of operation and
to contribute to the growth
of the country's economy.
OBJECTIVES
:
• To be a Lead Telecom Services Provider.

• To provide quality and reliable fixed

telecom service to our customer and there
by increase customer's confidence.

• To provide mobile telephone service of

high quality and become no. 1 GSM
 2

operator in its area of operation.

• To provide point of interconnection to

other service provider as per their
requirement promptly.

• To facilitate R & D activity in the country.

• Contribute towards:
i. National Plan Target of 500 million
subscriber base for the country by
December 2010.
ii. Broadband customers base of 20 million in
India by 2010 as per Broadband Policy
2004.
iii. Providing telephone connection in villages
as per government proposition.

iv. Implementation of Triple play as a regular

commercial proposition.
 2

ORGANIZATIONAL STRUCTURE OF BSNL

Distribution of Group-wise staff strength of DoT and BSNL

(numbers) as on 31st March 2008 is indicated below:
 2

RECRUITEMENT AND SELECTION

External environment

Internal environment

Human Resources
Planning

Alternatives to
Recruitment

Recruitment

Interval Sources External Sources

Internal Methods External Methods

Recruited Individual
 2

OBJECTIVES OF THE
STUDY
 2

OBJECTIVE OF THE STUDY

Primary Objectives:
• To compare the recruitment policy of BHEL and BSNL.
• To study the effectiveness of Recruitment & Selection
policy of these organizations.

Secondary Objectives:
• To study how the recruitment policy can be made better.
• To know what are the techniques organizations are using
for recruitment.
 2

RESEARCH
METHODOLOGY
 2

RESEARCH METHODOLOGY

The Research is Exploratory Research. The data is collected

through 40 employees i.e. 20 employees from each organization.

SAMPLE DESIGN:
The method used for sample technique is convenient sampling
method.

SAMPLE SIZE:
40 employees i.e. 20 employees from each organization.

TOOLS OF ANALYSIS:
I have used Questionnaire Method. Some of the software’s used
for making this project will be Ms Word and Ms Excel. The Data
collected is shown through Graphs and Pie Charts.

DATA COLLECTION:
Source of Data for this project primary as well as secondary.
LIMITATIONS:
• The respondents were limited and cannot be treated as the
whole population.
• The respondents may be biased.
• Time was the major constraint.
• The accuracy of indications given by the respondents may not
be consider adequate
 2

DATA ANALYSIS
&
INTERPRETATION
 2

DATA ANALYSIS & INTERPRETATION

Q1. Are you in support of recruitment policy of the Company?

Options BHEL (%) BSNL (%)
Yes 90 88
No 10 12

90
80
Percentage of Respondents

70
60
50
40
30
20
10
0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
90% of the executives say that they are in support of recruitment
policy of BHEL. Most of the executives of BSNL say that they
were in support of the recruitment policy of their organization.
This shows that recruitment policy of BHEL is better than BSNL.
BHEL is taking candidates who have scored more than 75%
marks in Graduation. All India level exam & Interview is
conducted by BHEL and BSNL for recruitment of employees.
 2

Q2. Whether the existing recruitment policy is linked to

productivity?
Options BHEL (%) BSNL (%)
Yes 94 90
No 6 10

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Most of the respondents of BHEL say that recruitment policy is
linked to productivity as compared to BSNL.
 2

Q3. Do you feel that manpower recruitment has been

rationalized by way of automation?
Options BHEL (%) BSNL (%)
Yes 100 98
No 0 2

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Manpower recruitment has been rationalized by way of
automation as said by most of the respondents at BHEL as
compared to BSNL.
 2

Q4. Whether the existing recruitment policy is getting will

supports of the top management?
Options BHEL (%) BSNL (%)
Yes 98 96
No 2 4

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Support of Top Management in Recruitment Policy is more in
BHEL as compared to BSNL.
 2

Q5. Does the organization clearly define the position

objectives, requirements and candidate specifications in the
recruitment process?
Options BHEL (%) BSNL (%)
Yes 100 100
No 0 0

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Executives of BHEL and BSNL say that positions are clearly
defined in the recruitment process.
 2

Q6. Is the organization doing timeliness recruitment and

Selection process?

Options BHEL (%) BSNL (%)

Yes 90 86
No 10 14

90

80

70
Percentage of Respondents

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
BHEL is doing timeliness recruitment as compared to BSNL.
 2

Q7. Does HR provide an adequate pool of quality applicants?

Options BHEL (%) BSNL (%)
Yes 100 100
No 0 0

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
HR of BHEL and BSNL is able to maintain adequate pool of
quality applicants because they are hiring best candidates.
 2

Q8. Rate the effectiveness of the interviewing process and

other selection instruments, such as testing?
Options BHEL (%) BSNL (%)
Excellent 90 88
Good 10 10
Poor 0 2

90

80

70
Percentage of Respondents

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

excellent good poor

Interpretation:

BHEL interviewing process and other selection instruments are

more effective as compared to BSNL.
 2

Q9. Does the HR team act as a consultant to enhance the

quality of the applicant pre-screening process?
Options BHEL (%) BSNL (%)
Excellent 90 88
Good 10 10
Poor 0 2

90

80

70
Percentage of Respondents

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Excellent Good Poor

Interpretation:
Most of the executives of BHEL say that HR team acts as a
consultant to enhance the quality of the applicant pre-screening
process.
 2

Q10. Does HR hiring employees to make the best hiring

decisions?
Options BHEL (%) BSNL (%)
Yes 98 96
No 2 4

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:

BHEL is hiring employees to make the best hiring decision as

compared to BSNL.
 2

Q11. Rate how well HR finds good candidates from non-

traditional sources when Necessary?
Options BHEL (%) BSNL (%)
Excellent 90 60
Good 10 40
Poor 0 0

90

80

70
Percentage of Respondents

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Excellent Good Poor

Interpretation:

BHEL is able to find good candidates from non traditional

sources when necessary as compared to BSNL.
 2

Q12. How would you rate the HR department's performance in

recruitment and selection?
Options BHEL (%) BSNL (%)
Good 90 88
Poor 10 12

90

80

70
Percentage of Respondents

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Good Poor
Interpretation:
Performance of HR Department in Recruitment and selection
process in BHEL is better than BSNL.
 2

Q13. Do you feel that job evaluation and job analysis helps in
manpower recruitment in your organisation?
Options BHEL (%) BSNL (%)
Yes 100 98
No 0 2

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Good Poor
Interpretation:
Most of the respondents of BHEL, BSNL say that job evaluation
and job analysis helps in manpower recruitment in an
organization.
 2

Q14. Do you think that the personal recruited from external

sources is more desirable than the internal sources?
Options BHEL (%) BSNL (%)
Yes 22 36
No 78 64

80

70

60
Percentage of Respondents

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Most of the respondents at BHEL say that personal recruitment
from external sources are not desirable than internal sources.
 2

Q15. Whether cost benefit analysis is done before recruitment?

Options BHEL (%) BSNL (%)
Yes 94 90
No 6 10

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Most of the executives at BHEL say that HR Department is doing
cost benefit analysis before recruitment.
 2

Q16.Do you feel that training will affect to recruitment process?

Options BHEL (%) BSNL (%)
Yes 90 88
No 10 12

90

80

70
Percentage of Respondents

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
90% of the employees at BHEL say that recruitment process is
affected by training policy of the company. While in BSNL the
case is not like that.
 2

Q17. Do you think job rotation will affect the recruitment policy?
Options BHEL (%) BSNL (%)
Yes 100 98
No 0 2

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Most of the respondents at BHEL and BSNL feel that Job rotation
will affect the recruitment policy.
 2

Q18. How the company is controlling the shortage of

manpower?
Options BHEL (%) BSNL (%)
By employing extra 98 96
hours
By Recruiting 2 4

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
All of the organizations are controlling the shortage of
manpower by employing extra hours but if they really don’t have
more manpower they recruit.
 2

Q19. Are you satisfied with the existing recruitment system of

the organisation?
Options BHEL (%) BSNL (%)
Yes 100 100
No 0 0

100

90

80
Percentage of Respondents

70

60

50

40

30

20

10

0
BHEL (%) BSNL (%)
Organization

Yes No
Interpretation:
Most of the respondents at BHEL and BSNL are satisfied with the
recruitment system.
 2

OBSERVATIONS
&
FINDINGS
 2

OBSERVATIONS & FINDINGS

• 90% of the executives say that they are in support of

recruitment policy of BHEL. Most of the executives of BSNL
say that they were in support of the recruitment policy of
their organization.BHEL is taking candidates who have
scored more than 75% marks in Graduation. All India level
exam & Interview is conducted by BHEL and BSNL for
recruitment of employees.
• Most of the respondents of BHEL say that recruitment
policy is linked to productivity as compared to BSNL.
• Manpower recruitment has been rationalized by way of
automation as said by most of the respondents at BHEL as
compared to BSNL.
• Support of Top Management in Recruitment Policy is more
in BHEL as compared to BSNL.
• Executives of BHEL and BSNL say that positions are
clearly defined in the recruitment process.
• BHEL is doing timeliness recruitment as compared to
BSNL.
• HR of BHEL and BSNL is able to maintain adequate pool of
quality applicants because they are hiring best candidates.
• BHEL interviewing process and other selection instruments
are more effective as compared to BSNL.
 2

• Most of the executives of BHEL say that HR team acts as a

consultant to enhance the quality of the applicant pre-
screening process.
• BHEL is hiring employees to make the best hiring decision
as compared to BSNL.
• BHEL is able to find good candidates from non traditional
sources when necessary as compared to BSNL.
• Performance of HR Department in Recruitment and
selection process in BHEL is better than BSNL.
• Most of the respondents of BHEL and BSNL say that job
evaluation and job analysis helps in manpower recruitment
in an organization.
• Most of the respondents at BHEL say that personal
recruitment from external sources are not desirable than
internal sources.
• Most of the executives at BHEL say that HR Department is
doing cost benefit analysis before recruitment.
• 90% of the employees at BHEL say that recruitment
process is affected by training policy of the company.
While in BSNL the case is not like that.
• Most of the respondents at BHEL and BSNL feel that Job
rotation will affect the recruitment policy.
• All of the organizations are controlling the shortage of
manpower by employing extra hours but if they really don’t
have more manpower they recruit.
• Most of the respondents at BHEL and BSNL are satisfied
with the recruitment system.
 2

CONCLUSION
&
SUGGESTIONS
 2

RECOMMENDATIONS

• Preference should be given to the most eligible candidate,

irrespective of whether candidate is internal or external.
• Preference should be given to the most eligible candidate,
irrespective of their sex.
• It should be suggested that the Company should pay the
travel expenses to the candidate.
• But with changing times and changing needs the policies
should be flexible.
 2

BIBLIOGRAPHY
 2

BIBLIOGRAPHY

Books:
1. Mamoria, C.B.(1999): ‘Personal Management’ Himalaya
Publication, New Delhi.
2. Diwedi, R.S. (1997): ‘Managing Human Resource’ Galgotia

Publishing Ltd, New Delhi.

3. Kothari, C.R. (2000): ‘Research Methodology’ Vishwa
Prakashan, New Delhi.
4. Casio, Wayne F. (1995) Managing Human Resources , 3rd

Edition, Tata Mcgraw Hill, New Delhi.

5. Sainy H.C. and Kumar Sharad, Human Resources
Management and Development, Quality Publishing
Company.
6. Robbins Stephen P. (1987) the Management of Human

Resource, 4th Tata Mcgraw Hill, New Delhi.

7. Aswathapa K. (1997) Human Resource and Personnel
Management, Tata Mcgraw Hill, New Delhi.

Websites:
• www.bhel.com
• www.bsnl.co.in
 2

ANNEXURE
 2

QUESTIONNAIRE
NAME : _______________________
DESIGNATION : _______________________
DEPARTMENT : _______________________
ORGANIZATION : BHEL [ ] BSNL [ ]

Q1. Are you in support of recruitment policy of the Company?

a. Yes b. No
Q2. Whether the existing recruitment policy is linked to
productivity?
a. Yes b. No
Q3. Do you feel that manpower recruitment has been
rationalized by way of automation?
a. Yes b. No
Q4. Whether the existing recruitment policy is getting will
supports for the top management?
a. Yes b. No
Q5. Does the organization clearly define the position
objectives, requirements and candidate specifications in the
recruitment process?
a. Yes b. No

Q6. Is the organization doing timeliness recruitment and

Selection process?

a. Yes b. No
Q7. Does HR provide an adequate pool of quality applicants?
a. Yes b. No
 2

Q8. Rate the effectiveness of the interviewing process and

other selection instruments, such as testing?
a. Excellent b. Good c. Poor
Q9. How well the HR teams act as a consultant to enhance the
quality of the applicant pre-screening process?
a. Excellent b. Good c. Poor
Q10. Does HR hiring employees to make the best hiring
decisions?
a. Yes b. No
Q11. Rate how well HR finds good candidates from non-
traditional sources when Necessary?
a. Excellent b. Good c. Poor
Q12. How would you rate the HR department's performance in
recruitment and selection?
a. Good b. Poor
Q13. Do you feel that job evaluation and job analysis helps in
manpower recruitment in your organisation?
a. Yes b. No
Q14. Do you think that the personal recruited from external
sources is more desirable than the internal sources?
a. Yes b. No
Q15. Whether cost benefit analysis is done before recruitment?
a. Yes b. No
Q16. Do you feel that training will effect to recruitment process?
a. Yes b. No
 2

Q17. Do you think job rotation will affect the recruitment policy?
a. Yes b. No
Q18. How the company is controlling the shortage of
manpower?
a. By employing extra hour’s b. By Recruiting
Q19. Are you satisfied with the existing recruitment system of
the organisation?
a. Yes b. No