resourcing and seperation process
DESCRIPTION
It is about the process of resourcing and separation in an organization. This included measuring the satisfaction level of the employees on the resourcing activities.TRANSCRIPT
RESOURCING AND SEPARATION PROCESS
AT NORTH DELHI POWER LIMITED
PREPAIRED BY: MANJIT KUMAR TIWARI PGDM (2008‐2010) ROLL NO. 08DM021 UNDER THE GUIDANCE OF:Mr. G.K. Chawla (Sr. Mgr. HR)
Mr. Ashutosh Ghule (Sr. Exe. HR) Ms. Mili Sharma (Exe. HR) Prof. Dr R Mangesh Dash (HR) IMIS Bhubaneswar
[1]
[2]
Chapter
TABLE OF CONTENTS PAGES I. ACKNOWLEDGEMENT 4
II. PREFACE 6
CHAPTER 1 INTRODUCTION 8
1.1.
1.2.
OVERVIEW OF THE INDUSTRY 9
COMPANY P F 12 RO ILE
1.2.1 BACKGROUND 12 1.2.2. VISION, MISSION AND QUALITY POLICY 13 1.2.3 NDPL CORE VALUES 14 1.2.4 ORGANIZATION ENVIRONMENT 15 .2.5 S
.2.5 1 CUSTOMER 16 1 INITIATIVES FOR DEVELOPMENT 17
B1.2.7 USINESS EXCELLENCE INITIATIVES 20
1.3. HUMAN RESOURCE MANAGEMENT STRUCTURE 26
Chap
2.1.
ter 2 LITERATURE REVIEW 28
RECRUITMENT 29 2.1.1. JOB DESCRIPTION 31 2.1.2. JOB SPECIFICATION 31 2.1.3. SOURCES OF RECRUITMENT 33
2.1.4. FACTORS AFFECTING RECRUITMENT 36 2.1.5. RECENT TRENDS IN RECRUITMENT 39 2.1.6. PROCESS OF RECRUITMENT 42
2.2. RSEPA ATION 43
2.3. RESOURCING AND PROCESS IN NDPL 46 2.3.1. ECRUITMENT AND ON‐BOARDING PROCESS 46
S
SEPARATIONR
2.3.2. EPARATION PROCESS 54
3 OBJECTIVE OF THE STUDY 57
Chapter 4 RESEARCH METHODOLOGY 59
[3]
4.1. RESEARCH DESIGN 60
L4.2. SAMP ING 60
p
4.3. DATA COLLECTION 60
r 5 DATA NALYSIS Cha te A 62
ANDIDATES PONSE 5.1. C ’ RES 63
5.2. FEEDBACK FOR ADMINISTRATION DEPARTMENT 70
HR D 5.3. FEEDBACK FOR EPARTMENT 72
5.4. EMPLOYEES’ FEEDBACK 75
5.5. FEEDBACK ON INDUCTION PROGRAM 83
Chapter 6 CHALLENGES IN RECRUITMENT 88
Chapter 7 SUGGESTIONS AND RECOMMENDATIONS 93
Chapter 8 CONCLUSION 97
Chapter 9 G
Chapter 10
BIBLIO RAPHY 99
101 APPENDIX
10.1. SAMPLE QUESTIONNAIRE 1 102
10.2. SAMPLE QUESTIONNAIRE 2 104
[4]
I. ACKNOWLEDGEMENT
[5]
e spared their valuable time and shared
anagerial and Non Managerial staff of NDPL who had given me the
d staff of IMIS, Bhubaneswar for their positive co‐operation,
valuable comments, information and
uggestions for the validation of this research project.
nt an Information Science
hubaneswar, Orissa
Working on the project titled ‘IMS ENABLED RESOURCING AND SEPARATION PROCESS AT
NDPL’ during my summer training gave me subtle experience. The project would not be
complete without the mention of those who hav
their experience in making this project successful.
I would like to express my gratitude and sincere thanks to Mr. G.K Chawla, Sr. Manager, Mr.
Ashutosh Ghule, Sr. Executive and Ms Mili Sharma, Executive, for instilling confidence in me
to carry out this study and extending valuable guidance and encouragement from time to
time, without which it would not have been possible to undertake and complete this project.
I am thankful to all M
valuable information.
I also acknowledge the help and support rendered to me by Prof. Dr. R Mangesh Dash for
excellent facilities and guidance provided to me. It is worthless if I do not pay our sincere
thanks to all faculty members an
kind co‐ordination and support.
I would also like to express my gratitude to my family and friends for their continuous
support and encouragement towards completion of this project. Last but not the least our
sincere thanks go to all those people who gave their
s
Manjit Kumar Tiwari
PGDM (2008‐2010)
Institute of Manageme
B
[6]
II. PREFACE
[7]
or break the fortunes of a business. In today’s highly competitive business environment placing the right people in the
adaptabilit team. The Recruitment & Selection procedure ensures that these criteria are
ddressed.
me ways so as to make resourcing more effective and to
ging and has
set an example by having a steady and confident journey to growth, success and xcellence.
ment process who could
ut the existing shortcomings and potential threats and thereby recommended suggestions.
lighted to receive reader’s comments which maybe valuable lessons for my future studies.
People are a company’s most important assets. They can make
right position is very critical for the success of any organization.
The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person‐to‐job fit that will, contribute significantly towards the Company's effectiveness. It is also becoming increasingly important, as the Company evolves and changes, that new recruits show a willingness to learn, y and ability to work as part of aa
In this project I have studied Recruitment and Selection process of North Delhi Power Limited. Secondly, I have studied the separation process which is a ballot for improvement. I have attempted to provide soreduce the cost of resourcing.
I am privileged to be one of the students who got an opportunity to do my training with North Delhi Power Limited. My involvement in the project has been very challenprovided me a platform to leverage my potential in the most constructive way.
North Delhi Power Limited is one of India's leading companies in power sector offering solutions that encompass every sphere of life. In a short span of time, North Delhi Power Limited has e
The project is presented in recognition to the ever growing power industry. The power industry has witnessed the growth of large number of private player during the last five years. Thus there ever growing importance of service sector in India. There is a need to get quality people in the organization with total quality manageintegrate interpersonal competencies across the entire business.
During the training period I have studied the process of hiring and separating employees in North Delhi Power Limited to find o
This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty. I would be de
Chapter 1 INTRODUCTION
[8]
1.1. OVERVIEW OF THE INDUSTRY
The Indian Power Sector: An Overview
Decades of economic planning in India following independence placed significant emphasis on
the development of the power sector. Electricity generation capacity with utilities in India had
grown from 1713 MW in December 1950 to over 1, 49,391.91 MW by May 2009 (CEA, 2009a).
However, per capita electricity consumption remains much lower than the world average and
even lower than some of the developing Asian economies
Investment in the sector has not been able to improve access and keep pace with the country’s
growing demand for electricity. As on March 2005, the official statistics state that 85% of India’s
587,000 villages have been electrified. However, the recent population census (2001) reveals
that 44.2% of the households do not have access to electricity. Consumers, who are connected
to the grid, also face severe power shortages. The energy shortage was recorded to be 7.4%
(7.1%) in 2004–05 (2003–04). The peak shortage was estimated to be 10.5% (11.2%) in 2004–05
(2003–04). The last decade of the previous century witnessed some of the worst power supply
situations to date. Peaking shortages reached 20.49% in 1992– 93 and energy shortages reached
11.7% in 1996–97 (CEA, 2005a, 2006a). Power shortages are real and are hurting the
competitiveness of the economy. Due to the lack of a reliable grid supply, industrial units are
installing generators. While about 21% of Chinese firms and 17% of Brazilian firms own
electricity generators, 61% of the Indian firms have generators installed to cope with power
shortages. Real cost of power in India is 39% higher than that in the PRC (WB / IFC, 2004).
The Sixteenth Electric Power Survey projects a capacity requirement of about 100,000 MW for
the period 2002–12 (CEA, 2001). Apart from generation capacity addition and associated
network strengthening, additional investment is required to extend the transmission and
distribution network to meet the requirement of the unserved population. A new rural
electrification scheme, Rajiv Gandhi Grameen Vidyutikaran Yojana, was introduced in April 2005.
It aims to electrify all villages and provide access to all households within five years. The Indian
power sector requires an investment of Rs.9000 billion (approximately USD200 billion) at 2002–
03 prices to finance generation, transmission, sub‐transmission, distribution and rural
electrification projects (GOI, 2005a). IEA (2003a) estimates the total investment requirement in
the Indian power sector (for the period 2000–30), including generation, refurbishment,
transmission and distribution, to be USD665 billion. Such requirements reflect the foreseeable
economic growth in the years to come.
[9]
The poor financial status and operational efficiency of SEBs/state utilities is imposing a heavy
burden on the economic resources of the respective state governments. On the financial side,
the lack of expenditure prudence and skewed tariff structure has led to a deterioration of the
financial health of state utilities. The gap between the average cost of supply and average tariff
increased from 50 paise/kWh in 1996–97 to 110 paise/kWh in 2001–02. The number of
subsidized categories, assisted by the growing network and rural electrification drive, increased.
However, an increasing number of consumers, including industrial and commercial consumers
have acquired captive power generation capacities that provide better economy, quality and
reliability. Poor operational and technical efficiency, along with the above factors, has resulted in
ballooning financial losses in the sector. The commercial losses of SEBs (before subsidy) during
2001–02 were estimated to be Rs.331.77 billion as compared to Rs.113.05 billion during 1996–
97. After including the subsidy payable by state governments, the above figures are Rs.248.37
billion and Rs.46.74 billion, respectively.
The average consumer tariff for state utilities during 2004–05 (2003–04) is estimated to be
359.39 paise (361.00 paise). After including electricity departments in the Union Territories, this
is estimated to be 276.54 paise (274.29 paise). The gap between average cost of supply and
average tariff declined from 114.83 paise/kWh in 2000– 01 to 82.85 paise/kWh in 2004–05 (RE)
86.71 (provisional). The loss on the sale of power is expected to remain over Rs. 277.29 billion
(lower than the Rs. 304.27 billion registered in 2001–02).
The transmission and distribution losses remain abysmally high, being over 40% in some states.
A significant proportion of this loss is of a non‐technical nature, primarily due to theft of
electricity. This is further worsened by the poor payment record of customers, a situation which
keeps collection efficiency low in many states. This leads to cash flow problems for utilities
resulting in delayed payments for purchased power, coal, and rail transportation. The SEB dues
reached Rs.25,727 Cr. in Feb. 2001 (GOI, 2001). The Ahluwalia committee recommendations led
to a one‐time settlement of SEB dues through their securitization as state bonds in favor of the
debtors. A tripartite agreement was signed to ensure that such a precarious situation would not
develop in the future. In the case of the failure of a state’s utilities to pay dues, the creditors can
have recourse to the state’s plan allocations and its share of central taxes.
A natural‐monopoly‐public‐utility argument was used to justify government ownership of the
sector, barring some exceptions. The sector retained a legal monopoly status leading to the
development of vertically integrated state electricity boards (SEBs). Historically, however, there
were islands of private licensees in a few urban regions. The lack of competition, accompanied
[10]
by political influence and operational inefficiency, has steered the sector towards the abyss of
financial distress. Persistent political interference, even in the era of ‘independent’ regulation,
has reduced hopes for a speedy recovery. A lack of project management expertise and
accountability has led to inordinate delays in planned investments and has exasperated
misgivings regarding the sector. The task of bridging the capacity shortages through large‐scale
investments cannot be completely entrusted to public planning, which has often slipped over its
targets. Policymakers recognized this in the early 1990s and opened up the sector for greater
private participation. Encouraged by favorable policy developments and the advent of
independent regulation, greater private participation is becoming visible in the sector, though
not to the extent desirable.
The existing ownership structure of the generating capacity is dominated by CPSUs and state
utilities. Only 13.4% of the generating capacity in the country is owned by the private sector.
Nearly all of the inter‐state transmission capacity is owned by the Central Transmission Utility
(CTU), Power Grid Corporation of India Ltd. (PGCIL). All intra‐state transmission capacity is
owned by the respective state transmission utilities. Under a recent initiative, a joint venture
between public (PGCIL) and private (a Tata group company) investor is constructing a
transmission line, which is nearing completion. Other private investors such as Reliance Energy
Ltd. have recently applied to the CERC for transmission licensees. Apart from the privatization of
distribution utilities in Orissa and Delhi, private distribution licensees have been operating for
decades in the urban areas like Mumbai, Kolkata (Calcutta), Surat, Ahmedabad and Noida. A
number of policy developments, as discussed in the next section, in the sector have emphasized
the increasing role for private investors and reforms of the sector to improve its financial
performance.
[11]
1.2. COMPANY PROFILE
1.2.1. BACKGROUND
NDPL was incorporated in July 2002 as a 51:49 Joint Venture between Tata power and
Government of Delhi (GoD). Power sector reforms and later Electricity Act 2003 segregated
generation, transmission and distribution segments of power sector value chain into separate
entities. It helped to address the huge financial losses of State Electricity Boards arising due to
high level of theft, commercial &technical losses called Aggregate Technical & Commercial
(AT&C) losses. In the year 2002, AT&C losses were hovering around 40% pan India and over 50%
in Delhi. The consumer service was miserable with rampant power cuts in the states and the
condition of network was rotten. Delhi became the second state after Orissa to unleash reforms
in the Power Sector, which resulted in unbundling of Delhi Vidyut Board (DVB) into 5 entities; 3
Discoms (NDPL, BRPL & BYPL), GENCO and TRANSCO (DTL). This was institutionalized through a
transfer scheme, which preceded by a Tripartite Agreement (TPA) between employee
representatives, GoD and DVB.
The DERC is a regulating body which looks after the entire power sector of Delhi state. The
selection of private investors in Discoms was on the basis of commitment to reduce AT&C losses.
NDPL has over‐achieved its targets, and over a short span of 7 years brought down the AT&C loss
level from 53% to 15% (Fig. 1.1). NDPL has also improved reliability of network and consumer
services. The remarkable achievements of NDPL are recognised globally as a turnaround story
through numerous awards. It aspires to become the sector benchmark in India. NDPL is one of
the few private sector Discoms in India, in otherwise state‐owned industry (others being
Reliance Infrastructure, RPG, Torrent Power, Crompton Greaves).
Discoms Shareholding (Delhi Govt.‐49%)
Management control
Distribution License for geo‐area of
Delhi
Area (Sq. Km)
Consumers Nos. (lacs)
AT&C Loss% (Target Vs. Actual) Reduction in 7 yrs
A’02 T’07 A’07 T’09 A’09
NDPL Tata
Power‐51% Tata Power
North & North west
510 10.3 53.1 31.1 23.7 20.3 15 38.1
BYPL Reliance
Energy‐51% Reliance Energy
East 690 10 57.2 39.9 39.1 30.5 24 33.2
BRPL South % South
West 160 17 48.1 31.1 29.9 23.4 21 27.1
Fig 1.1: Delhi’s three Discoms (Regulatory Target 2011 for NDPL & BRPL: 17% and BYPL: 22%)
[12]
1.2.2. VISION, MISSION AND QUALITY POLICY
Vision
To be the most trusted and admired provider of reliable & competitive power, and to be the
company of choice for all stakeholders.
Mission
• To deliver Quality and cost effective electricity.
• To ensure excellence in consumer care.
• To create a work environment which encourages safety, team work, learning and
innovation.
• To meet or exceed all stakeholder expectations.
• To enrich quality of life in the society we operate in.
Quality policy
Deliver error free services to our consumers by doing our jobs right, the first time, and every
time.
[13]
[14]
S 1.2.3. NDPL CORE VALUE
NDPL is a value driven organization and these values continue to direct the company’s growth
and business. The five core values are:
1. Integrity
We must conduct our business fairly, with honesty and transparency. Everything we do must
stand the test of public scrutiny.
2. Understanding
We must be caring, respectful, compassionate and humane towards our colleagues and
customers and always work for the benefit of the communities we serve.
3. Excellence
We must constantly strive to achieve the highest possible standards on our day‐to‐day work and
the quality of goods and services we provide.
4. Unity
We must work cohesively with our colleagues across the group and with our customers and
partners to build strong relationships based on tolerance, understanding and mutual co‐
operation.
5. Responsibility
We must continue to be responsible and sensitive to the communities and environments in
which we work, always ensuring that what comes from the people goes back to the people many
times over.
1.2.4. ORGANIZATIONAL ENVIRONMENT
The workforce of NDPL is a mix of employees form Delhi Vidyut Board (DVB) and new employees
after takeover and the overall strength of employees is 3872 on its rolls, out of which 65% are
from DVB. The employees from DVB are governed by the Government FRSR service rules agreed
through a tripartite agreement at the time of takeover. Majority of Executives are from
professional background and most of the Non Executives have basic schooling. NDPL has also
outsourced 340 workers who are engaged in support activities. Some of the works like network
maintenance, consumer documentation, meters installation, call centres etc. are on the contract
basis from specialized agencies.
Segment Sub Segment (Nos.) Professionals
Executives Sr. Mgmt (23) 23
Middle Mgmt (143) 135 Jr. Mgmt (872) 756
Non Executives Supervisor (658) 168 Workmen (2176) 404
Other Staff Manpower Contracts (335) 189
NDPL provides equal opportunity for all the employees and encourages diversity in experience,
skills and background. The staff of erstwhile DVB is represented by Union whose members are
democratically elected and the relations with the Unions have been cordial. The business of
power distribution is classified as hazardous. With electric circuits in the open across the city, a
small mistake of workman, public, consumer, or even animals may lead to an accident. NDPL is
certified for an OHSAS 18001 System which addresses health and safety related requirements at
all work locations. NDPL also provider some key workforce benefits like medical, scholarship,
education sponsorship, car scheme, celebrations, etc.
[15]
1.2.5. CUSTOMER PROFILE
NDPL distributes electricity in North & North West part of Delhi and serves a population of about
4.5 million people spread across 510 sq km. It has a registered consumer base of about 1 million,
a peak load of 1150 MVA and an annual energy consumption of around 6200 MUs. Electricity is
supplied at the consumer metering point through NDPL’s distribution network. It comprises of
58 Grids and 2800 Sub‐stations at different voltage levels of 66kV, 33kV, 11kV, 6.6kV, 440V and
220V depending upon consumer usage requirement. The consumers are classified under four
categories (Industrial, Commercial, Domestic, and Agriculture) on the basis of the usage
requirement. To effectively serve the consumer base, the distribution area of 510 sq kms is
divided into 5 Circles which consists 12 Districts and 46 Zones. There are 12 Consumer Care
Centres (CCC) at District level and 2 Call Centres: one is for ‘No Current’, and another is for
commercial matters such as New Connections, Billing etc. NDPL also supplies electricity to the
street lights and works on the maintenance on the behalf of street lighting agencies.
NDPL has put‐in place a mechanism for logging & tracking consumer complaints which are
continuously evaluated and process improvements are made to keep them current with the
changing needs. Resolution of complaints is carried out through the set process which ensures
that complaints are resolved within the timelines set by Performance Assurance standards for
both operational and commercial complaints. This is monitored through system generated MIS
by dedicated and empowered Performance Assurance Cell. The effective and prompt resolution
of commercial complaints is ensured through Sambandh & Darpan applications which have a
tracking & follow up mechanism to assign responsibility and pre set deadlines to responsibility
centers for completion of the task. The complaints are aggregated and analyzed for identifying
the causes and process improvements are incorporated. Consumer dissatisfaction, segment
wise, is minimized as the consumer is kept informed about the status of the complaint through
the Relationship Gateways. NDPL also has Quick Response Team (QRT) at Call Centre to mitigate
high decibel consumers.
[16]
Strategic Segments High End Consumers (2% consumers contributing 56%
revenue)
G&I (0.6% contributing
3.8% Revenue)
Influencers & Opinion makers (I&OM) (95% contributing 43% Revenue)
Tactical Consumer Segments Xpress KCG HBR (15<kW<100) HBR/HCB HBR/HCB(<15kW) Franchisee/SPD
Consumer segments based on
Consumer Expectations
(most prominent)
Relationship building Power
Availability
Relationship building Power
Availability
Quality of Metering/ Billing
Relationship building
Metering/billing Easy Payment Query Resolution
Less Cost
Organizational requirements
Consumer Retention
Consumer Retention
AT&C loss reduction Strengthening Joint Review Mechanisms
Communication AT&C loss reduction
SafetyAT&C loss Reduction
1.2.1. INITIATIVES FOR DEVELOPMENT
Automation & GIS
NDPL is automating all its 66 kV & 33 kV Grids and in line with the same has already automated
34 grids with a view to operate all equipments from Central command centre. This has expedited
the resolution time for faults. The entire electrical network has been mapped through GIS for
enabling quicker fault location, speedy redressal and the Outage Management System is being
upgraded to be automated on GIS platform.
Complaint Management System
NDPL has a unique SMS based Fault Management System which is supported by GSM. It helps to
ensure that the “No Supply” complaints lodged by a consumer get addressed quickly and
consumer feedback is also taken as part of the process. Each of the 12 districts now has an
online consumer care centre each handled by Customer Care Executives under the supervision
of Customer Relation Officers and Consumer Service Officers.
GSM based Automatic switching Street Lights
To ensure remote operation of street Light for effective energy conservation, NDPL has carried a
pilot project and has installed GSM based Street Lighting switches that control the switching on
& off of the Street Lights. NDPL has also improved the Street Light functionality rate to almost
99% at present from 40% at the time of takeover.
Transparent Sharing of Information ‘SUGAM’
NDPL has uploaded the Billing details of all its consumers on its website www.ndpl.com.
Consumers can view their Bill, know the consumption pattern and can even print Duplicate Bill
from the website only. The bill payment avenues have been increased from 20 in July 2002 to
more than 1100 at present. NDPL consumers can now pay their electricity bills comfortably
through credit cards and can get the receipts instantly for the same. To ensure that the
consumer is provided with a new connection with no hassles, the representative visits the
consumers’ premises and completes all formalities required for provision of a new connection
there itself.
Value Added Services
NDPL has introduced the concept of gifting Energy through energy coupons ’Urja’. To
acknowledge and encourage its regular paying consumers, NDPL has set a consumer scheme [17]
through which discounts are offered to its consumers by various organizations such as TATA
Indicom, Westside etc.
Consumer Relationship Management
NDPL has institutionalized a structured approach towards Consumer Relationship Management
as it organizes regular meetings with consumer representative groups such as RWAs, IWAs etc.
on 1st Saturday of every month in each district. NDPL has introduced Automated Bill Payment
Kiosks, a first in Delhi and NCR region. These unique ATM like kiosks accept both cash and
cheque payment towards electricity bills and even issue a receipt to the consumer. They are
operational 365 days a year from 8 AM‐ 8 PM. NDPL has launched electricity bills in a new
format for its consumers. The electricity bills in the new avtaar‐ Blue and Red colours have a
vibrant look and aim to serve the dual purpose of reinstating NDPL's consumer friendly approach
as well as make a distinction between regular bills with no outstanding; and those which have
accumulated arrears.
The normal electricity bills are in a blue format and those with arrears are in a Red format. In
case of red format bills, warrants along with a disconnection notice will also be attached to it. In
case of extreme defaulters, the statutory disconnection notices will be sent along with it. The
format of the new bill is designed in such a way so as to make it easy‐to‐read with detailed billing
information, break‐up of charges and other useful information.
Corporate Sustainability
NDPL's Energy Club movement through which school children spread the message of energy
conservation has covered almost 15,000 students and a large section of the population has been
sensitized towards this cause which is being primarily driven by school children with
inputs/guidance from NDPL. NDPL has become a signatory to the UN Global Compact Charter
and is now part of an elite group of 1200 organizations world over, committed to uphold the ten
principles in the areas of human rights, labour, environment and anti corruption.
Project Megawatt Smile
'NDPL Project Megawatt Smile' is an endeavour to improve the quality of life of the slum‐
dwellers of North and North‐West Delhi and help them realize their dreams. This project comes
out of our inner consciousness and the conviction that this community needs differentiated
[18]
attention. The program intends achieving twin objectives of ensuring that the social and
behavioural conditions of the dwellers improve considerably and they get legal electricity at
their doorsteps without feeling the need to or being forced to extract electricity illegally.
The idea is to cause all round social, infrastructural, behavioural, intellectual and personal
development across all the 118 JJ Clusters and Slum Dwelling units in North and North West
Delhi being taken into consideration. The uniqueness of the project lies not only in serving the
underprivileged but also sharing and applying best practices in health, education and hygiene.
[19]
1.2.7 BUSINESS EXCELLENCE INITIATIVES
ISO 9001:2000 Quality Management System (QMS) Standard
ISO is the International Organization for Standardization, founded in 1947 and based in Geneva,
Switzerland. ISO is a worldwide federation of national standards bodies comprising 140
members. The object of ISO is to promote the development of standardization and related
activities around the world, in order to facilitate the international exchange of goods and
services, and to develop cooperation in the spheres of intellectual, scientific, technological and
economic activity. The results of ISO technical work are published as International Standards, the
best‐known being the ISO 9000 family of standards.
The Quality Management System Standard i.e. ISO 9001:2000 requires greater emphasis on
customer focus and enhancement of customer satisfaction. It also requires setting measurable
quality objectives and analysis of performance results to assess effectiveness of the quality
management system. The Standard also requires that the sequence and interaction of the
processes needed for the quality management system be determined. This means that the new
Standard promotes the use of the process approach.
The ISO 9000:2000 Family consists of three core documents:
1. ISO 9000:2000 ‐ Terminology Guide
2. ISO 9001:2000 ‐ Requirements Document
3. ISO 9004:2000 ‐ Guidelines on the Elements of Quality Management and a Quality
System (Organizations are audited and certified against this document)
In essence, the ISO 9000 family represents an international consensus on good management
practices, with the goal of ensuring that organizations subscribing to it can deliver product or
services that meet their client's quality requirements. These good practices have been distilled
into a set of standardized requirements for a quality management system, suitable for any kind
of organization (small/large, public/private, for profit/not for profit).
[20]
Model of a Process‐based Quality Management System
ISO 9001:2000 is based on the following eight fundamental quality management principles:
Customer Focus: Organizations depend on their customers and therefore should understand
current and future customer needs, should meet customer requirements and strive to exceed
customer expectations.
Leadership: Leaders establish unity of purpose, direction, and the internal environment of the
organization. They create the environment in which people can become fully involved in
achieving the organization's objectives.
Involvement of People: People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization's benefit.
Process Approach: A desired result is achieved more efficiently when related resources and
activities are managed as a process.
System Approach to Management: Identifying, understanding and managing a system of
interrelated processes for a given objective contributes to the effectiveness and efficiency of the
organization.
Continual Improvement: A permanent objective of the organization is continual improvement.
Factual Approach to Decision Making: Effective decisions are based on the logical or intuitive
analysis of data and information.
Mutually Beneficial Supplier Relationships: The ability of the organization and its suppliers to
create value is enhanced by mutually beneficial relationships.
[21]
ISO 9001:2000 QMS Framework
Customer Requirements
Resource Management6.1 Provision6.2 Human Resources6.3 Facilities6.4 Work Environment
Quality Management System4.1 General Requirements4.2 Documentation Requirements
Product/Service Realization7.1 Plan Process7.2 Get Requirement7.3 Design Service7.4 Purchase Inputs7.5 Provide Service7.6 Check Measuring Devices
Customer Satisfaction
Measurement, Analysis and Improvement
8.1 Plan8.2 Measure8.3 Nonconforming8.4 Analysis8.5 Improve
Management Responsibility5.1 Commitment5.2 Customer Focus5.3 Quality Policy5.4 Planning5.5 Administration5.6 Management Review
ISO 9001:2000 MODEL
Process of QMS starts with the setting of Quality Policy, Goals and Objectives. It continues with
Management Review looking at data from the QMS, and taking actions to make sure that Quality
Goals are met, new Goals are set, and continual improvement is achieved. With the QMS in
place and working for you, the organization is focused towards the Quality Goals. Management
is provided with data on a continual basis and able to see progress or lack of progress towards
goals and take appropriate action. The organized, scheduled process of conducting Management
Review ensures that this evaluation takes place. It provides the mechanism of reviewing goals
and performance against goals on a scheduled basis, and for taking action based on the
evaluation.
Increased productivity results from the initial evaluation and improvement of processes that
occurs during the implementation process and from improved training and qualification of
employees. Better documentation or control of processes leads to consistency in performance,
and less scrap and rework. Managers experience fewer late night troubleshooting calls;
employees have more information for troubleshooting problems on their own.
Customer satisfaction increases are seen as Goals and Objectives take the customer needs into
account. Customer needs are better understood as customer feedback is sought, received and
analyzed. Goals and objectives are adjusted based on the information and the organization
becomes more customers driven. As goals focus on the customer, the organization spends less
[22]
time focusing on individual goals of departments and more time working together to meet
customer needs.
NDPL Initiatives on QMS
• Awareness programme are conducted to Key process Owner, Groups, Departments &
also New Inductees for designing, documenting, Implementing & Maintaining System.
• Identified Process(s) documented & accordingly relevant records maintained.
• Due emphasis has been laid on communication of the IMS (Integrated Management
System Policy) across the organization and to all other stakeholders through Joint
working groups and interactive meetings, the basic tenets of the policy is reinforced
amongst the employees.
• Internal Auditors Training to personnel’s are given to Conduct Internal Audits to see the
effective implementation of documented procedure. NDPL to date has a team of 36
Trained Internal Auditors used on a continual basis for carrying out Audits in different
deptt.
• Periodically Management review is done to discuss the set agenda points as per ISO
9001:2000 standards requirement.
• Periodic Audits are carried out by internal as well as external auditors to know the
effective institutionalization of QMS.
• NDPL got ISO 9001:2000 Certified on 31st March 2005 for all the departments &
functions.
• Documents revised since certification clearly demonstrates the continual Improvement
in the processes for effectively planning, executing IMS audits web based “IMS Audit
Application” launched in Oct. 2005.
• Periodic Surveillance is carried out at regular Intervals on ISO 9001:2000. Trends of
External Audits clearly indicate Improvement in effective institutionalization of the
Standard. The Minor NCs, Observations and OFIs are analyzed and CAPA planned &
deployed for improvements.
ISO 14001:2004 Environmental Management System (EMS) Standard
Being an ISO 14001:2004 certified company, NDPL has established environmental management
system that helps in demonstrating environmental responsibility. NDPL also carries out regular
audits on EMS. NDPL has done extensive Environmental Aspect & Impact assessment and for
Significant Aspect it has either Control defined mechanism which provides for documentation of
[23]
Work Instruction/Operating Guidelines to be followed whenever that Activity is performed or
through “Improvements” for which Objectives have been identified as an area for Improvement
and defined as per a detailed Action Plan which is regularly reviewed to ensure its progress as
per target time. On a regular basis “Environmental Aspect & Impact Assessment” is updated for
its suitability and effectiveness. EHS related Objectives are specifically focused on Energy
Savings, Land utilization & Tree Plantation. Improvement Programmes are also made for
mitigating/eliminating significant Aspects/Hazards
As chosen one of the Objective of Resource conservation NDPL started a pilot project in
Keshavpuram in association with ECO Corporate (a consulting firm) on recycling of Office
generated waste paper. In last 6 months 637.5 kg of waste paper has been recycled and in return
NDPL has got fresh A‐4 size stationary, with the success of pilot project NDPL has extended this
to other locations also in association with NGO “SRUTI” and fresh stationary will be given to poor
children’s School free of cost.
OHSAS 18001:1999 Occupational Health & Safety Management System Standard
It is a part of overall management system for Developing, Implementing, Achieving, Reviewing,
Maintaining OH&S Policy and Managing Risks. OHSAS 18001:1999 is applicable to any
organisation wishes to:
• Establish an OH&S Management System
• Implement, maintain and improve a system
• Assure compliance with policy
• Demonstrate conformance
• Seek Certification
• Self Regulate
Tata Business Excellence Model (TBEM)
The TBEM framework is essentially an enabler that provokes the organization to set in, evaluate,
redefine and integrate its processes so as to achieve the organizational objectives. The stringent
assessment process ensures that the applicant organizations get categorized in score bands as
indicated herein. NDPL has already achieved an ambitious target of achieving the Score band of
450‐550 on debut in the year 2006. In fact NDPL has created history by being the first TATA
Group Company to have surpassed the 500 barrier in TBEM, scoring 516 in its very first attempt.
Now the target is 600+ and creates yet another history. Surely with TBEM NDPL's perseverance
[24]
and dedication as exemplified through previous accomplishments, even this arduous task would
be confidently achieved.
5S
5S is the application of workplace organizational techniques (Sort ‐ Stabilize – Shine ‐ Standardize
‐ Sustain) that set a baseline for the continuous improvement process. Those who claim that 5S
is a tool to "clean‐up" the organisation. The 5S steps teach basic understanding of workplace
ownership and process discipline, but other key lean manufacturing principles such as TPM
(Total Productive Maintenance), KANBAN, JIT (Just in Time) etc. all rely on a foundation of
workplace organization in order to sustain maximum efficiency within the process.
NDPL initiated the "5S" Implementation on pilot basis across all Grids/Sub Station of North &
North West Delhi in January 2005. In September 2006, the “5S” has been rolled out in a
structured manner across 28 Pockets including all 12 Districts, 12 Zones, Stores, 2 Consumer
Care Centres, etc. In June 2007, the organization wide “5S” implementation has been launched
in a phased manner.
CII‐EXIM Bank Award for Business Excellence
As an organization belonging to TATA Group, NDPL has adopted the TBEM (Tata Business
Excellence Model) framework to drive business excellence in the organization, since beginning.
At the same time, for cross learning and to bring in perspective of “external assessment”
through non‐TATA people, in year 2005 NDPL has also adopted the EFQM Model framework. In
year 2005, NDPL applied for this Award. The efforts, results and commitment of people have
enabled NDPL achieve the recognition under “Commendation for Strong Commitment to Excel”
– first such recognition to any organization from Power Distribution in India. While such
prestigious recognition from an external reputed party (CII) is a matter of pride and motivation.
NDPL is further committed to move ahead in this journey of Business Excellence, and bring
delight to their customers and stakeholders. They have established a systematic approach to
assess their business using frameworks of both CII (EFQM) and TBEM. Such assessments are used
to consolidate their “strength areas” and work on corrective / improvement plans and
breakthrough projects to fill the gaps identified as “opportunities for improvement”.
[25]
1.3. HUMAN RESOURCE MANAGEMENT AT NDPL
While NDPL represents part of Tata Power Company’s (TPC’s) power distribution business, its
functions as an independent subsidiary, NDPL reports to its own Board of Directors for its various
business support functions. The board consists of nominees from the Government and TPC. The
MD is the operating head of NDPL, various functions reporting to the MD are as under:
NDPL is using Balance Score Card to bridge the gap between organization strategy and actions.
The Tata Business Excellence Model (TBEM) has also been deployed to drive consistent
corporate leadership in enhancing the Tata Brand Equity within the company.
Human Resource Management is divided into three functional heads which is directly linked to
Head of Administration & human Resource lead by Mr. Anil Kr. Choudhary and head of the
different groups report to him. The three classified groups are Talent Management Group
(TMG), Human Capital Management (HCM), Employee Relation & welfare (ER&W). TMG is
headed by Mr. Ashok Chauhan who leads Resourcing as well as Performance & Development.
HCM is headed by Mr. Manu S who looks after Manpower Planning & Development and
Compensation Administration. ER&W is lead by Mr. Jai Karan Dhaiya. Below is the organization
hierarchy with responsibilities assigned to the groups.
[26]
[27]
Chapter 2 LITERATURE REVIEW
[28]
2.1 RECRUITMENT
Recruitment is the process of identifying that the organisation needs to employ someone up to
the point at which application forms for the post have arrived at the organisation. Selection then
consists of the processes involved in choosing from applicants a suitable candidate to fill a post.
Training consists of a range of processes involved in making sure that job holders have the right
skills, knowledge and attitudes required to help the organisation to achieve its objectives.
Recruiting individuals to fill particular posts within a business can be done either internally by
recruitment within the firm, or externally by recruiting people from outside.
Recruitment forms the first stage in the process which continues with selection and ceases with
the placement of the candidate. It is the next step in the procurement junction, the first being
the manpower planning. Recruiting makes it possible to acquire the number and types of people
necessary to ensure the continued operation of the organization. Recruiting is the discovering of
potential applicants for actual or anticipated organizational vacancies. In other words, it is a
‘linking activity’ bringing together those with jobs and those seeking jobs.
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organisation”. Recruitment is the
activity that links the employers and the job seekers. A few definitions of recruitment are:
• A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected.
• It is the process to discover sources of manpower to meet the requirement of staffing
schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organisation so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process is to
expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.
[29]
Recruitment needs are of three types:
• PLANNED: The needs arising from changes in organization and retirement policy.
• ANTICIPATED: Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and external environment.
• UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected needs
There are a number of stages, which can be used to define and set out the nature of particular
jobs for recruitment purposes. Job analysis is the process of examining jobs in order to identify
the key requirements of each job. A number of important questions need to be explored:
a) the title of the job
b) to whom the employee is responsible
c) for whom the employee is responsible
d) a simple description of the role and duties of the employee within the organisation.
Job analysis is used in order to:
a) Choose employees either from the ranks of your existing staff or from the recruitment of
new staff.
b) Set out the training requirements of a particular job.
c) Provide information which will help in decision making about the type of equipment and
materials to be employed with the job.
d) Identify and profile the experiences of employees in their work tasks (information which
can be used as evidence for staff development and promotion).
e) Identify areas of risk and danger at work.
f) Help in setting rates of pay for job tasks.
[30]
2.1.1 JOB DESCRIPTION
A job description will set out how a particular employee will fit into the organisation. It will
therefore need to set out:
a) the title of the job
b) to whom the employee is responsible
c) for whom the employee is responsible
d) a simple description of the role and duties of the employee within the organisation.
A job description could be used as a job indicator for applicants for a job. Alternatively, it could
be used as a guideline for an employee and/or his or her line manager as to his or her role and
responsibility within the organisation.
2.1.2 JOB SPECIFICATION
A job specification goes beyond a mere description ‐ in addition, it highlights the mental and
physical attributes required of the job holder. For example, a job specification for a trainee
manager's post in a retail store included the following:
'Managers at all levels would be expected to show responsibility. The company is looking for
people who are tough and talented. They should have a flair for business; know how to sell, and
to work in a team.'
Job analysis, description, and specification can provide useful information to a business in
addition to serving as recruitment instruments. For example, staff appraisal is a means of
monitoring staff performance and is a feature of promotion in modern companies. In some
companies, for example, employees and their immediate line managers discuss personal goals
and targets for the coming time period (e.g. the next six months). The appraisal will then involve
a review of performance during the previous six months, and setting new targets. Job details can
serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as
reference points for arbitrating in disputes as to 'who does what' in a business. Selection
involves procedures to identify the most appropriate candidates to fill posts. An effective
selection procedure will therefore take into consideration the following:
• keeping the costs of selection down
• making sure that the skills and qualities being sought have been identified, developing a
process for identifying them in candidates
[31]
• Making sure that the candidates selected, will want the job, and will stay with the
company.
Keeping the costs of selection down will involve such factors as holding the interviews in a
location, which is accessible to the interviewing panel, and to those being interviewed. The
interviewing panel must have available to them all the necessary documentations, such as
application forms available to study before the interviews take place. A short list must be made
up of suitable candidates, so that the interviews do not have to take place a second time, with
new job advertisements being placed.
The skills required should have been identified through the process of job analysis, description
and specification. It is important then to identify ways of testing whether candidates meet these
requirements. Testing this out may involve:
• Interviewing candidates
• Asking them to get involved in simulated work scenarios
• Asking them to provide samples of previous work
• Getting them to fill in personality and intelligence tests
• Giving them real work simulations to test their abilities.
Job analysis can be carried out by direct observation of employees at work, by finding out
information from interviewing job holders, or by referring to documents such as training
manuals. Information can be gleaned directly from the person carrying out a task and/or from
their supervisory staff. Some large organisations specifically employ 'job analysts'. In most
companies, however, job analysis is expected to be part of the general skills of a training or
personnel officer.
[32]
2.1.3 SOURCES OF RECRUITMENT
Every organization 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.
Internal Sources
1. TRANSFERS
The employees are transferred from one department to another according to their efficiency
and experience.
2. PROMOTIONS
The employees are promoted from one department to another with more benefits and greater
responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their performance.
4. 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 organizations as the people are already aware of the organizational culture and the policies
and procedures. [33]
5. 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.
External Source
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.
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 organization.
[34]
7. EMPLOYEE REFERRALS / RECOMMENDATIONS
Many organizations have structured system where the current employees of the organization
can refer their friends and relatives for some position in their organization. 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.
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.
[35]
2.1.4 FACTORS AFFECTING RECRUITMENT
The recruitment function of the organizations 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 organization. And the external factors are those factors which cannot be controlled by the
organization. The internal and external forces affecting recruitment function of an organization
are shown in the figure below:
Internal Factors
The internal forces i.e. the factors which can be controlled by the organization are:
1. RECRUITMENT POLICY
The recruitment policy of an organization 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 programs and procedures by filling up vacancies
with best qualified people.
Factors Affection Recruitment Policy:
• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
[36]
• 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 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.
External Factors
The external forces are the forces which cannot be controlled by the organisation. The major
external forces are:
1. SUPPLY AND DEMAND
The availability of manpower both within and outside the organization is an important
determinant in the recruitment process. If the company has a demand for more professionals
and there is limited supply in the market for the professionals demanded by the company, then
the company will have to depend upon internal sources by providing them special training and
development programs.
2. LABOUR MARKET
[37]
Employment conditions in the community where the organization is located will influence the
recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment,
even informal attempts at the time of recruiting like notice boards display of the requisition or
announcement in the meeting etc will attract more than enough applicants.
3. IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An organization with
positive image and goodwill as an employer finds it easier to attract and retain employees than
an organization with negative image. Image of a company is based on what organization does
and affected by industry. For example finance was taken up by fresher MBA’s when many
finance companies were coming up.
4. POLITICAL‐SOCIAL‐ LEGAL ENVIRONMENT
Various government regulations prohibiting discrimination in hiring and employment have direct
impact on recruitment practices. For example, Government of India has introduced legislation
for reservation in employment for scheduled castes, scheduled tribes, physically handicapped
etc. Also, trade unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the candidate can’t
meet criteria stipulated by the union but union regulations can restrict recruitment sources.
5. UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of the economy
(whether economy is growing or not and its rate). When the company is not creating new jobs,
there is often oversupply of qualified labour which in turn leads to unemployment.
6. COMPETITORS
The recruitment policies of the competitors also affect the recruitment function of the
organisations. To face the competition, many a times the organisations have to change their
recruitment policies according to the policies being followed by the competitors.
[38]
[39]
2.1.5 RECENT TRENDS 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.
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
organizations today. Poaching means employing a competent and experienced person already
working with another reputed company in the same or different industry; the organization 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.
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.
The ROI on Recruitment
Before making any investment, every organization would want to evaluate the investment by
answering the following questions in quantifiable terms:
a) What are the costs and the corresponding and related risks on the investment?
b) What are the expected returns of the investment?
c) What is the expected pay‐back period of the investment?
An organization makes a tremendous amount of investment in its recruitment processes. A lot of
resources like time and money are spent on recruitment processes of an organization. But
assessing or quantifying the returns on the recruitment process, or, calculating the return on
investment (ROI) on recruitment is a complicated task for an organization. Indeed, it is difficult
to judge the success of their recruitment processes. Instead, recruitment is one activity that
continues in an organization without anyone ever realizing its worth or measuring its impact on
the organization’s business.
According to a survey, 38 % of organizations do not prepare or produce any kind of documents
or reports on their recruitment processes, and there is no accountability of the HR department
for the costs incurred and the opportunities missed. With the increasing strategic focus on the
human resources, more and more organizations are adopting one or the other way for
calculating the ROI on its recruitments. Many organizations are examining their HR functions and
processes and are trying to quantify their results and returns.
[40]
A recruitment professional or manager can calculate and maximize the return on investments on
its organization’s recruitment by
a) Clear definition of the results to be achieved from recruitment.
b) Developing methods and ways measuring the results like the time – to – hire, cost‐Per‐
Hire and effectiveness of the recruitment source etc.
c) Estimating the costs associated with the recruitment project
d) Estimating the tangible and intangible benefits to the organization including the payback
period of the recruitments.
e) Providing and ensuring proper training and development of the recruitment
professionals.
Assessing the ROI on recruitments can assist an organization to strengthen its HR processes,
improving its recruitment function and to build a strategic human resource advantage for the
organization.
[41]
2.1.6 PROCESS OF RECRUITMENT
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 organizations. 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:
1. Identifying the vacancy:
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
2. Preparing the job description and person specification.
3. Locating and developing the sources of required number and type of employees
(Advertising etc).
4. Short‐listing and identifying the prospective employee with required characteristics.
5. Arranging the interviews with the selected candidates.
6. Conducting the 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.
[42]
2.2 SEPARATION
Individuals terminate their employment for various reasons, voluntary or involuntary. It is also
said that the employees leave managers not the company. There are several types of Employee
Separations:
1. Voluntary Resignation
• Upon receipt of an employee’s voluntary resignation, the supervisor should respond to
the employee using an Acknowledgement of Resignation Letter.
• The supervisor provides the employee with the employee section of the Separation
Checklist. The supervisor completes the portfolio administrator section of the Separation
Checklist, signs, and sends the completed Separation Checklist to the Division of Human
Resources.
• The supervisor originates the Employment Transaction Form, routes it for all required
signatures, submits it to the Division of Human Resources; and notifies all relevant
campus and external constituents of the employee separation. The supervisor submits
the employee’s time sheet so that the final pay check can be generated.
• Upon receipt of the Employment Transaction Form and separation Checklist, the Division
of Human Resources authorized payment of the final pay check, invites employee to
participate in an exit interview, and provides departing employee with information about
group insurance conversion options and other pertinent benefits.
2. Non‐renewal of Early Termination of Fixed‐term Appointment
• The Division of Human Resources notifies supervisors sixty (60) days before the end date
of employee’s fixed‐term period. To end the fixed‐term period, the supervisor sends the
Non‐renewal/Early Separation Letter to the employee.
• The supervisor provides the employee with the employee section of the Separation
Checklist. The supervisor completes the portfolio administration section of the
Separation Checklist, signs, and sends the completed Separation Checklist to the Division
of Human Resources.
• The supervisor originates the Employment Transaction form, routes it for all required
signatures, submits it to the Division of Human Resources; and notifies all relevant
campus and external constituents of the employee separation. The supervisor submits
the employee’s time sheet so that the final pay check can be generated.
• Upon receipt of the employment Transaction Form and Separation Checklist, the Division
of Human Resources authorized payment of the final pay check, invites employee to
[43]
participate in an interview, and provides departing employee with information about
group insurance conversion option and other pertinent benefits.
3. Discharge
• The supervisor and HR representative meet with the employee at the separation meeting
after the Vice President for Human Resources has approved the employment separation.
They deliver the following items to the employee; Relevant Separation Letter, as
prepared and signed by the Division of Human Resources, and the Separation Checklist.
• The supervisor originates the Employment Transaction For, routes it for all required
signatures, submits it to the Division of Human Resources; and notifies all relevant
campus and external constituents of the employee separation. The supervisor submits
the employee’s time sheet so that the final pay check can be generated.
• Upon receipt of the Employment Transaction Form and Separation Checklist, the Division
of Human Resources authorized payment of the final pay check and provides departing
employee with information about group insurance conversion options and other
pertinent benefits.
4. Position Elimination
• The Vice President of Human Resources and appropriate Portfolio Owner identify the
position(s) to be eliminated.
• The Division of Human Resources and the supervisor meet with the affected employee
and follow the position Elimination Worksheet; they notify the employee in writing of
the position elimination and the salary/benefit continuation period.
• The supervisor provides the employee with the employee section of the Separation
Checklist. The supervisor completes the portfolio administration section of the
Separation checklist to the Division of Human Resources.
• The supervisor originates the Employment Transaction Form, routes it for all required
signatures, submits it to the Davison of Human Resources; and notifies all relevant
campus and external constituents of the employee separation. The supervisor submits
the employee’s time sheet to prepare final pay check.
• Upon receipt of the Employment Transaction Form and Separation Checklist, the Division
of Human Resources authorized payment of final pay check and provides departing
employee with information about group insurance conversion options and other
pertinent benefits.
[44]
5. Retirement
• Upon receipt of employee’s notice to retire, the supervisor responds to the employee
with an Acknowledgement of Intent to Retire Letter. The employee schedules a meeting
with the HR Representative to discuss benefits.
• The supervisor provides the employee with the employee section of the Separation
Checklist. The supervisor completes the portfolio administrator section of the separation
Checklist, signs, and sends the completed Separation Checklist to the Division of Human
Resources.
• The supervisor originates the Employment Transaction Form, routes it for all required
signatures, submits it to the Division of Human Resources; and notifies all relevant
campus and external constituents of the employee separation. The supervisor submits
the employee’s time sheet to prepare final pay check.
• Upon receipt of the Employment Transaction Form and separation Checklist, the Division
of Human Resources authorized payment of the final pay check and provides departing
employee with information about group insurance conversion options and other
pertinent benefits.
6. Death
• Upon the death of an employee, the supervisor originates the Employment Transaction
Form, routes it for all required signatures, submits it to the Division of Human
Resources; and notifies all relevant campus and external constituents of the employee’s
death. The supervisor submits the employee’s time sheet so that the final pay check can
be generated.
• Upon receipt of the Employment Transaction Form, the Division of Human Resources
authorized payment of the final pay check and provides deceased employee’s covered
dependents with information about group insurance conversion options and other
pertinent benefits.
[45]
2.3 IMS ENABLED RESOURCING AND SEPARATION PROCESS IN NDPL
Integrated means combined; putting all the internal management practices into one system but
not as separate components. For these systems to be an integral part of the company's
management system there have to be linkages so that the boundaries between processes are
seamless. An integrated management system (IMS) is a management system which integrates all
components of a business into one coherent system so as to enable the achievement of its
purpose and mission. (Source IQA.2007)
NDPL has an Integrated Management System (IMS) Policy to deal with Quality, Safety, Health,
Environment and Social Accountability. The policy is aligned to standards of OHSAS 18001, ISO
14001, ISO 9001 and SA 8000. IMS frameworks help in integration and alignment of work units
across the organization for delivery of organizational goals. All departments of NDPL have
documented their respective processes and procedures to comply with the IMS requirements.
IMS procedures are frequently reviewed and improved. To ensure reliability and integrity of
data, as per changed business needs, various stand‐alone applications are being consolidated.
Recertification of IMS was done in Feb‐July’08, and this exercise included change/revision in
process measures covering 174 processes. The attributes and parameters of various perception
indices/surveys (customer, employee, leadership, BA’s, Internal Customers etc.) are reviewed
and modified as needed, and mentioned in other categories.
2.3.1 RECRUITMENT AND ON‐BOARDING PROCESS
The recruitment and on boarding process is carried out with the set parameters of Integrated
Management System Procedure. The purpose is to establish an efficient system for recruitment
of right quality of talent at the right time in order to fulfill the manpower requirements of the
organization. It is followed for the recruitment of all the positions such as Executives/
Supervisors/ Workman/ various categories of Trainees and it also includes Consultants/
Retainers/ Deputationists, in the organization. The HOG (Executive Talent Management) is
overall responsible for resourcing of talent and maintaining talent pipeline.
[46]
[47]
Description of the Process
CEO/ BOARD approve the manpower budget. This is the initial step to fill up the vacancies so
that the vacancies are filled in accordance with the budget. Budget cannot be crossed in order to
fill up a position.
Job Specification then is specified for the positions to be filled. Moreover, Job Description is
specified wherein the duties and responsibilities to be handled by the candidate is mentioned.
Minimum qualifications and relevant experience is mentioned according to the requirement.
This is done as and when to be recruited. According to the eligibility criteria, Resumes of the
applicants are then scrutinized from the placement agencies, advertisement, databank and
references. Naukri.com and NDPL website too are checked. This is done on notification/ from
databank.
After analyzing the above criteria, HR department responsibility comes. The request for the
position and number to be recruited is done by HOD through email wherein job specification is
being indicated. This is the responsibility of the functional heads and DGM (HR). The vacancy for
the same is verified as per the organization structure and the approved manpower budget.
HR manager in discussion with the HOD set out the closing date of the vacancies. HR services
formulate an approach for hiring on case to case basis and function wise requirements. The
number and the mode of recruitment is decided by the Manager (HR) and Senior Executive (HR)
and is being approved by the DGM (HR). Positions approved are then sent to the concerned
agencies by the Manager (HR) and Senior Executive (HR) as per the competency requirements.
DGM –HR decides upon the mode of selection (Written Test/ Group Discussion/ Interview, as per
the response received) and seeks approval from the competent authority with regard to the
above. DGM HR and CEO decide the selection panel. Thereafter, HOG (HR Services) and selection
panel select the candidates. HR Services counsel the candidates with regard to designation and
salary.
Based on the interview assessment form, HOG (HR Services) and DGM‐ HR send the list of
selected candidates to the competent authority for approval Senior Executive HR checks the
credentials and confirm details if required. It is the responsibility of HOG (HR Services) to send
Offer Letter to the selected Candidates. Senior Executive HR completes the other joining
formalities on the clearance of medical examination. For outstation candidates ensure the
[48]
approval of the CMO on the test reports received from other registered medical practitioners.
HOG (HR Services) & HOG Training provide induction and training as per the defined guidelines.
Even after the manpower plan is approved, all vacancies will be filled only after the formal
requests have been to fill these vacancies. All requests for a new position must be sent to HR in a
Manpower Requisition Form after approval from the HOD. Human Resource will then manage
the process of recruitment and selection with inputs from the line function.
Process Monitoring
To check the effectiveness & efficiency of the whole process there are some set performance
indicators such as ‘In Process Measures’ and ‘Output Measures’. In process measures include the
availability of Recruitment Plan with the Recruitment Group on time. It also consists of
availability of Annual Operating Plan within 30 days which is reviewed on the monthly basis.
Then sanctioned‐Position‐Vacancy Analysis (SPV), Manpower Requisition form and Requisition
for Separation form is checked every month. Output measures include Interview Feedback
Indicator, Recruitment Cycle, Validation of Personal details and checking of qualification records.
Trainee turnout ratio and Attrition Analysis is done quarterly. After 6 months of joining of new
employees, Recruitment Quality is analyzed with the help of Recruitment Quality Indicator form
by HoG/HoD. It is all done to assess quality management system (QMS) requirements.
Records
[49]
S.No. Records Format No. Location File/Registe
r Retention Period
Disposal Authority
1 Manpower Requisition
Form F01(HRM‐P‐02) Resourcing Hard Copy 3 years DGM(HR)
2 Interview Assessment
Form F02(HRM‐P‐02) Resourcing Hard Copy
Till 5 years after
separation DGM(HR)
3 Interview Assessment Form for Trainees
F03(HRM‐P‐02) Resourcing Hard Copy Till 5 years
after separation
DGM(HR)
4 Recruitment Proposal
Main F04(HRM‐P‐02) Resourcing Hard Copy
Till 5 years after
separation DGM(HR)
5 Recruitment Proposal
SPV Status F05(HRM‐P‐02) Resourcing Hard Copy
Till 5 years after
separation DGM(HR)
6 Recruitment Proposal
Comparator F06(HRM‐P‐02) Resourcing Hard Copy
Till 5 years after
separation DGM(HR)
7 Offer Letter F07(HRM‐P‐02) Resourcing Hard Copy Till 5 years
after separation
DGM(HR)
8 Tracking Sheet F08(HRM‐P‐02) Resourcing Hard Copy 3 years DGM(HR)9 Feedback Form F09(HRM‐P‐02) Resourcing Hard Copy 3 years DGM(HR)
10 Selection Process W01(HRM‐P‐02) Resourcing Hard Copy ‐ DGM(HR)11 Joining Formalities W02(HRM‐P‐02) Resourcing Hard Copy ‐ DGM(HR)
Format No. F02 (HRM‐P‐02)
INTERVIEW ASSESSMENT SHEET
(FOR MANAGER & SENIOR MANAGER)
Proposed Dept Date of Interview Source
Name: Father/Husband Name
D.O.B. Employee’s Ward
Category PHSTSC Gen.
Educational Qualification & Break in Education:
BOARD/ UNIVERSITY COURSE (R/PT/DL)
YEAR OF PASSING
% MARKS
10th
12th
Graduation
Post Graduation
Other
WORK EXPERIENCE
Company Name
[50]
Designation Total Experience (yrs.)
How did the candidate come to know about the Job Opening
CRITERIA
1 2 3 4 5 6 7 8 9 10
Functional Knowledge
Drive For Result
Customer Focus
Timely Decision Making
Taking Ownership
People Development
Interpersonal Effectiveness
Dealing with Ambiguity
Building Effective Team
Withstanding Pressure
SALARY NOTICE PERIOD
Present (CTC)(Rs. Lacs) % jump
Expected (CTC)(Rs. Lacs) / % jump
COMMENTS ON ETHICS
COMMENTS ON FUNCTIONAL KNOWLEDGE
COMMENTS ON BACKGROUND, PERSONALITY
Suitable Not Suitable On HoldRecommendation:
Name & Signature of the Panelist
CHECK-LIST Employee Name: ________ Employee No: _______ Date of Joining: _________ Deptt. /Location _______
PRE‐JOINING‐ CHECK LIST 1 Approval of Recruitment 2 Pay Fixation Sheet 3 Interview Assessment Form 4 Service Bond, if any
AT THE TIME OF JOINING –CHECK LIST 1 Pre‐Employment Medical Report2 Copy of Letter of Appointment (Duly Acknowledge)3 Signed Copy of Code of Conduct & Information Security System4 Personnel Information Booklet5 Attestation/ Age Proof 6 Personnel Data Form 7 Certificates( Educational/others) with Original8 Relieving Order in Original 9 Nomination Form (P.F. & Gratuity)10 Medi‐claim Insurance Form 11 Copy of PAN Card 12 Welcome On Board 13 Posting Order
POST JOINING
1 Temporary I‐Card Issued 2 Email‐Id Creation 3 Joining Report 4 Form for Mobile Connection / New Bank Account5 Circulation of Posting Orders 6 Welcome Letter 7 Form for Hiring Process (Signature) HR Department
[51]
CHECK LIST FOR LATERAL RECRUITMENT
1. Review of Recruitment Plan/ Requisition/ Attrition pattern
2. Earmark the group/department where vacancies arisen‐ SPV
3. Identity Job Profile
4. Identify position –Officer / Executive/ Assistant Manager/ Manager
5. Identity Source of CVs
a. References b. NDPL Website‐ vacancy notification c. NDPL Website‐ Voluntary CVs d. www.naukri.com e. Consultants f. Separated Employees
6. Collect relevant CVs – direct or through consultants
7. Send selected CVs for short‐listing to concerned HOD
8. Decide Interview Panel‐get approval from DGM
9. Contact Mr. Mathur / Akhil Pandey and other panelists for Date, Time & value of interview
10. Send e‐mail for interview call to all short‐listed candidates/ consultants
a. Date, Time & venue b. Requirement‐Application form, Emolument Sheet, Original Certificates/ Documents
for qualification and experience, pay slip c. Travel reimbursement for out‐station candidates d. Seek confirmation of their participation
11. Information through telephone/ mobile
12. Book Interview Room at Corporate Office/ CENPEID
13. CENPEID – also book for Tea/ snacks and lunch etc.
14. Prepare Interview Assessment Sheet for each candidate
15. Intimate reminder to Interview panelists for the date, time & venue of interview
16. Conduct interview as per schedule
17. Contact short‐listed candidates for position and CTC
18. Put up Recruitment Proposal
19. Issue Offer Letter
20. Intimation to selected candidates and dispatch Offer Letter
[52]
CHECK LIST – CAMPUS RECRUITMENT
1. Identify nos. of trainees to be inducted next year
2. Identify Universities/ Institutes to be visited
3. Put up details for approval
4. Contact identified universities/ Institutes and obtain list of students available
5. Decide Interview Panel – get approval from DGM
6. Contact Mr. Mathur/ Akhil Pandey and other panelists for Date, Time and venue of
interview
7. Send e‐mail to Universities/ Institutes for visiting campuses
a. Date, Time $ Venue
b. Requirement –Application Form and Original Certificates/ Documents for qualification
c. Seek confirmation of the plan
8. Prepare interview Assessment Sheet for each candidate
9. Intimate reminder to Interview panelists for the date, time & venue of interview, visit
campuses along with other panelists
11. Give presentation about NDPL and training scheme to students
12. Conduct interview as per schedule
13. Short‐list students for induction
14. Put up Recruitment proposal
15. Issue Offer Letter
16. Intimation to Universities/ institutes about selected students and dispatch Offer Letter
17. Plan their induction with CENPEID
18. Intimate students about their date of joining for training.
[53]
2.3.2 SEPARATION PROCESS
NDPL has a set process for separation which is enabled by Integrated Management Process (IMS). The purpose is to formalize the separation process of employees permanently leaving the organization and getting struck off the employee rolls. It is followed for all the employees in the NDPL pay Structure. The responsibility of the flawless separation of the employee is with HOG (TMG). The accountability is evaluated through effectiveness & efficiency indicators also known as performance indicators. The complete process is time bound which enables the management to effectively monitor the performance of the concerned department.
The performance indicator is classified into two broad categories such as ‘In Process Measures’ and ‘Output Measures’. In Process Measures consists of certain performance indicators and the same goes with Output Measures. The table given below gives a snapshot of the performance indicator and the target time.
Performance Indicator
Detail of Performance Indicators Target Responsibility Frequency Referred Document
In Process Measures
After acceptance of resignation duly approved by competent authority, HR initiates separation process and concurrently
sends substitute requirement to HCM group 7 days
HR Department and HOG/HOD of separating employee
As and when
resignation is received
F01(HRM‐P‐09)
F02(HRM‐P‐09)
Based on the receipt of accepted resignation an intimation to finance and payroll is initiated mentioning the details of
separating employee for initiating separation action in payroll and freezing the salary for the month. Additionally, in the employee database the status of employee should be
changed to ‘INACTIVE’ the day he is relieved.
7 days HR Department
After acceptance
of resignation
Output easures M
After receiving the accepted resignation letter the separating
ap t
employee must carry out appraisals for his/her subordinates, if the time period completed under him exceeds six months.
The separating employee must also ensure that his/her praisal is carried out. The duly filled appraisal forms mus
then be submitted to HR, failing which clearance will not be given.
7 days HR Department As and when
F10(HRM‐P‐09)
After receiving the accepted resignation letter HR will initiate 7 days HR Department As and n
F03(HRM‐P‐09)
F04(HRM‐P‐09)
F05(HRM‐P‐09)
F06(HRM‐P‐09)
F07(HRM‐P‐09)
F08(HRM‐P‐09)
F09(HRM‐P‐09)
the No Dues Clearance process and Exit Interview is conducted. On the basis of No Dues Certificates received the Full & Final Settlement will be done. Relieving letter and service certificate will be issued by HR. Employees relieved of their duties on disciplinary grounds should not be permitted to initiate Appraisal for their subordinates.
whe
Removal of Access Rights – IT Department in coordination
1. E‐mail ID
mbandh, Bulk Billing, OCCM, MRS, Live Communication Server & PDC.
Before
Sap Team, IT, GIS, As and n with HR Department will revoke all access for the separated
employee after issuance of his release order.
2. SAP Login 3. DEBS, Sa
Enforcement,4. GIS & SCADA
relieving SCADA and HR Department
whe
Performance Pay for employee separating before completion ll be given on pro rata basis to employee
When the orgn. Perf.
HR Department As and when of appraisal year wi
served for a period of minimum of 6 months in the organization, in case of employee separating due to misconduct, indiscipline issues pending inquiry/ vigilance clearance they will not be eligible for performance pay.
payis disbursed.
[54]
Su
[55]
pport / Interface Processes
rface Process/Activity S. No. Document No. Inte
6.1 Administration (I‐Card, calculator, Briefcase. Telephone, mobile)
6.2 Finance (Any advance, Debit, Credit)
6.3 IT Department (Computer/ Laptop, Email ID, SAP ID, etc.)
6.4 Performance Appraisal (TMG) (Performance Management System, Performance Pay)
6.5 ll (Freezing of salary) Payro
Records
S No. Record Format No. Location File/
Register Retention Period
Disposal Authority
1 Requisition for Substitute F01(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
2 Resignation Acceptance
F02(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR) Proposal
3 Exit Interview Form F03(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
4 No Dues Clearance
F04(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR) Checklist
5 Handing Over – Taking
F05(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR) Over Format
6 Relieving Letter F06(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
7 F & F Settlement F07(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
8 Service Certificate F08(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
9 Notice Period Adjustment
Certificate F09(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
10 Performance Appraisal
Form F10(HRM‐P‐09) HR Hard Copy Always in ACR File DMG(HR)
11 Gratuity Undertaking Form F11(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)
[56]
Chapter 3 OBJECTIVE
[57]
OBJECTIVE AND SCOPE OF THE STUDY
The objective of my project is to study the process followed for the resourcing and separation of
employees in NDPL. It is also to study the measures used to evaluate the recruitment and
separation process. The scope of my study is the positions of executives, non executives,
supervisors and officer trainees in the organization working not more than 6 months.
[58]
Chapter 4 RESEARCH METHODOLOGY
[59]
4.1 RESEARCH DESIGN
I have decided to go for descriptive research which will be conclusive in nature. As the term
suggests, conclusive research is meant to provide information that is useful in reaching
conclusions or decision‐making. It is to be quantitative in nature that is to say in the form of
numbers that can be quantified and summarized. It relies on both secondary data, particularly
existing databases that are reanalyzed to shed light on a different problem than the original one
for which they were constituted, and primary research, or data specifically gathered for the
current study. The purpose of conclusive research is to provide a reliable or representative
picture of the population through the use of a valid research instrument.
Under descriptive research I have selected descriptive research because I am interested in
describing the opinion of the employees about the recruitment and selection process. It consists
of most of the elements in the entire process from recruitment to posting in the functional area.
However it would not describe the causal relationship, thus, it will also have low internal validity.
As it will be conducted for once which will represent a snapshot of one point in time, I would do
my descriptive research on cross‐sectional study. Hence, this research method is purely a cross‐
sectional study.
4.2 SAMPLING
Non probability sampling is any sampling method where the probability of selection can't be
accurately determined. It involves the selection of elements based on assumptions regarding the
population of interest, which forms the criteria for selection. It is moreover convenience
sampling as we have collected the data according to our convenience where we could get the
desired relevant samples for the study.
The sample frame of my study is the employees under NDPL structure. The sample size would be
120 employees working in NDPL for not more than 6 months. It is justified because the new
employees would have clear idea about the current recruitment and selection process.
4.3 DATA COLLECTION
Data Collection is an important aspect of any type of research study. Inaccurate data collection
can impact the results of a study and ultimately lead to invalid results. Data collection methods
for impact evaluation vary along a continuum. At the one end of this continuum are quantitative
methods and at the other end of the continuum are Qualitative methods for data collection.
The main source of data collection is primary. I have prepared a questionnaire which implies the
factors we are interested to know about. There are set of independent variables that are to be
[60]
tested with the help of questionnaire. The questionnaire also consists of dependent variable by
which we can understand the relationship between dependent variable and independent
variable.
There are two broad sources of collection of data. One is the primary source and the other is the
secondary source.
Primary Data
• Observation method: The observation method is the most commonly used method
especially in studies elating to behavioral sciences. Under the observation method the
information is sought by way of investigator's own direct observation without asking
from the respondent.
• Interview method: The interview method of collecting data involves presentation of oral,
verbal and stimuli reply in terms of oral verbal responses. This method can be used
through personal interviews and if possible through telephonic interviews.
• Questionnaires: This method of data collection is quite popular particularly in case of
enquiries. It is being adopted by private individuals, research purpose, private and public
organizations and even by government. In this method questionnaires are sent to the
public of concern with the request to answer the questions and return the
questionnaires. The respondents have to answer the questions on their own.
Secondary Data
Secondary data refers to the data that is already available and published. It could be internal and
external sources of data. The secondary data could be collected from journals, Reports and
various publications and websites. It is economical in terms of both money and time spent.
• Internal source: which originates from the specific field or area where research is carried
out .for e.g. published brochures, official reports, etc.
• External source: this originates outside the field of study like books, periodicals, journals,
newspapers and the Internet.
[61]
Chapter 5 DATA ANALYSIS
[62]
5.1 CANDIDATES’ RESPONSE
I have used questionnaires as one of the primary sources of collecting data. The most of the
secondary data was provided by NDPL.
The feedback is taken from the candidates who were interviewed. The questionnaire is build
upon likert scale and feedback is taken with the help of the following parameters:
Strongly disagree
Disagree Moderately
agree Agree to a large extent
Strongly Agree
1 2 3 4 5
Question 1: The behavior of our Security Staff was courteous.
Rating 5 4 3 2 1
Total 53 43 17 5 2
Percentage 44.17 35.83 14.17 4.17 1.67
[63]
5 4 3 2 1
Series1 44.17% 35.83% 14.17% 4.17% 1.67%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
Question 2: Staff at Reception was helpful and courteous.
Rating 5 4 3 2 1
Total 58 47 13 1 1
Percentage 48.33 39.17 10.83 0.83 0.83
[64]
5 4 3 2 1
Series1 48.33% 39.17% 10.83% 0.83% 0.83%
0%
10%
20%
30%
40%
50%
Percen
tage
of R
espo
nden
ts
60%
Question 3: I found the ambience of the Office appealing.
Rating 5 4 3 2 1
Total 51 41 26 2 0
Percentage 42.50 34.17 21.67 1.67 0.00
5 4 3 2 1
Series1 42.50% 34.17% 21.67% 1.67% 0.00%
0%5%
10%15%20%25%
Percen
tage
of
30%35%40%45%
Respon
dents
Question 4: The representative of HR Dept was helpful and prompt in providing information, I asked for.
Rating 5 4 3 2 1
Total 76 38 5 0 1
Percentage 63.33 31.67 4.17 0.00 0.83
[65]
5 4 3 2 1
Series1 63.33% 31.67% 4.17% 0.00% 0.83%
0%
10%
20%
30%
40%
50%
Percen
tage
of R
espo
nden
ts
60%
70%
Question 5: The NDPL website was informative and helped me in preparing for the interview.
Rating 5 4 3 2 1
Total 60 38 19 2 1
Percentage 50 31.67 15.83 1.67 0.83
5 4 3 2 1
Series1 50.00% 31.67% 15.83% 1.67% 0.83%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
Question 6: While waiting for the interview, I was provided comfortable seating arrangement.
Rating 5 4 3 2 1
Total 73 38 8 2 1
Percentage 60.83 30.00 6.67 1.67 0.83
[66]
5 4 3 2 1
Series1 60.83% 30.00% 6.67% 1.67% 0.83%
0%
10%
20%
30%
40%
50%
Percen
tage
of R
espo
nden
ts
60%
70%
Question 7: The interview panel made me feel comfortable.
Rating 5 4 3 2 1
Total 84 28 6 1 1
Percentage 70.00 23.33 5.00 0.83 0.83
5 4 3 2 1
Series1 70.00% 23.33% 5.00% 0.83% 0.83%
0%10%20%30%40%
Percen
tage
of
50%60%70%80%
Respon
dents
Question 8: The interview was conducted in a professional manner.
Rating 5 4 3 2 1
Total 84 29 5 2 0
Percentage 70.00 24.17 4.17 1.67 0.00
[67]
5 4 3 2 1
Series1 70.00% 24.17% 4.17% 1.67% 0.00%
0%10%20%30%40%50%60%
Percen
tage
of R
espo
nden
ts
70%80%
Question 9: The job profile was explained to me by the interview panel.
Rating 5 4 3 2 1
Total 58 39 21 2 0
Percentage 48.33 32.50 17.50 1.67 0.00
5 4 3 2 1
Series1 48.33% 32.50% 17.50% 1.67% 0.00%
0%
10%
20%
Percen
tage
30%
40%
50%
60%
of Respo
nden
ts
Question 10: Interview was a satisfying experience for me.
Rating 5 4 3 2 1
Total 63 45 11 0 1
Percentage 48.33 37.50 9.17 0.00 0.83
[68]
5 4 3 2 1
Series1 52.50% 37.50% 9.17% 0.00% 0.83%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
Question 11: Given an offer, I will join NDPL.
Rating 5 4 3 2 1
Total 96 21 1 1 1
Percentage 80 17.50 0.83 0.83 0.83
5 4 3 2 1
Series1 80.00% 17.50% 0.83% 0.83% 0.83%
0%10%20%30%40%
Percen
tage
of
50%60%70%80%90%
Respon
dents
Question 12: I will recommend NDPL as a preferred employer to my friends.
Rating 5 4 3 2 1
Total 82 33 3 0 2
Percentage 68.33 27.50 2.50 0.00 1.67
[69]
5 4 3 2 1
Series1 68.33% 27.50% 2.50% 0.00% 1.67%
0%
10%
20%
30%
40%
50%
Percen
tage
of
60%
70%
80%
Respon
dents
5.2 Feedback for Administration Department:
Rating scale
Parameters(%)
Strongly Agree
Agree to a Large Extent
Moderately Agree
Disagree Strongly Disagree
Behaviour of Security Staff 44.17 35.83 14.17 4.17 1.67
Staff at Reception 48.33 39.17 10.83 0.83 0.83
Ambience of the office 42.50 34.17 21.67 1.67 0.00
seating Arrangement 60.83 30.00 6.67 1.67 0.83
Overall (percentage) 49 35 13 2 1
0
10
20
30
40
50
60
Parameters Behaviour of Security Staff
Staff at Reception
Ambience of the office
seating Arrangement
Overall (percentage)
70
Strongly Agree Agree to a Large Extent Moderately Agree Disagree Strongly Disagree
Behaviour of the Security Staff
Behaviour of the security staff towards the candidates who appear in the interview is
satisfactory to a large extent. More than 80% of the candidates are satisfied with the behaviour
of the security staff. However it can be improved further as there is a scope for improvement
and NDPL being in service sector can’t ignore this factor. It should be communicated to their
respective agencies and agencies should either undergo training or they should have a system of
feedback from the respective buildings where they report. The supervisor can play a crucial role
[70]
while the security staffs are on duty so as to evaluate the conduct of the security staff. The staff
will have a pressure to perform accordingly if they know they are supervised.
Sometimes, the security has a notion that the candidates can not complain against them.
Security should be supportive enough to help the candidates in every possible manner. This
creates a good impression of the company and the candidates feel comfortable.
Staff at Reception
Behaviour of the staff at reception was satisfactory to great extent. There is still a scope of
improvement. Staff at reception should be well aware of the events and functions. They should
be provided with adequate information regarding the functions. If they have not been informed
at the right time then they might end up with something else. This will then hamper the
communication between the candidates and the staff. They need to make sure that the
candidates are guided through the events.
Ambience of the office
As we can see that 21.67% of the candidates moderately agree to this factor. There is huge
scope of improvement so as to make the ambience of the office appealing. It creates a positive
image of the company and the candidate gets a hint of workplace ambience. It can be improved
by getting help from office interior professionals and improve upon the ambience through a
systematic manner.
Seating Arrangement
The candidates did not find anything wrong about the seating arrangements. Hence this
standard should be maintained. It is very crucial as the company may loose efficient manpower
just because of the fact that the candidate was not relaxed while waiting for the interview. The
candidate needs to be relaxed before interview so that the interview does not get hampered.
[71]
5.3 Interview Process:
Rating scale
Parameters
Strongly Agree
Agree to a Large Extent
Moderately Agree
Disagree Strongly Disagree
HR Department was Helpful 63.33 31.67 4.17 0.00 0.83
Interview Panel 70.00 23.33 5.00 0.83 0.83
Interview Conducted 70.00 24.17 4.17 1.67 0.00
Job Profile Explained 48.33 32.50 17.50 1.67 0.00
Interview Experience 48.33 37.50 9.17 0.00 0.83
Overall (percentage) 60 30 8 1 1
0
10
20
30
40
50
60
70
80
Strongly Agree Agree to a Large Extent Moderately Agree Disagree Strongly Disagree
HR Department was Helpful
HR Department in NDPL was helpful and provided the candidates with relevant information. HR
department no doubt was able to built relationships with the candidates. This implies that the
people in the HR department are efficient as they know that “To recruit an efficient candidate is
a difficult job”. Therefore, they don’t want to loose any such candidate because of this reason.
70% of the candidates agree that the HR was helpful.
[72]
Interview Panel
Candidates were pretty much comfortable with the Interview panel. Panel of the judges made
them comfortable during the interview process. Sometimes the efficient employee is not
selected if the panel of the judges failed to make them comfortable. This way, the candidate gets
frustrated and unable to give their 100 percent. Interview Panel at NDPL realizes this fact as they
don’t want to loose the efficient candidate at any cost.
Interview conducted
As from the above table we can see that the way interview was conducted, 70% of the
candidates agreed with the parameter of strongly agree. Thus, we can say that Interview was
conducted in a professional manner. This shows that the panel of judges for the interview was
experienced and well versed with the interview techniques. This implies that the management
very well knows the value of the time and money that is being spent at the time of recruitment.
Job Profile explained
We can see that nearly 18% of the people are not satisfied by the way interview panel explain
job profile to them, this may be a severe cause of loosing the potential and the efficient
candidate from being recruited as an employee, although the other things go well. So the
management needs to work on it, even get it revised, so as to do the successful completion of
the recruitment process & filling up the vacancy in the shortest possible time, & moreover save
the valuable time & money of both the panel & the candidate.
Interview Experience
48.33% of the candidates strongly agree that the interview was a satisfying experience for them.
37.5% of the candidates largely agree to the same extent. It was satisfying as the panel made
them feel comfortable and relaxed. There is always a difference in the candidate experience.
This is totally up to the candidates how they take and interpret it.
Results of the resourcing efforts
[73]
Rating scale
Parameters
Strongly Agree
Agree to a Large Extent
Moderately Agree
Disagree Strongly Disagree
Will Join NDPL 80 17.5 0.83 0.83 0.83
Recommend to friends 68.33 27.5 2.5 0 1.67
Overall (Percentage) 74 22.5 1.6 0.4 1.25
0102030405060708090
Strongly Agree Agree to a Large Extent
Moderately Agree Disagree Strongly Disagree
Parameters Will Join NDPL Recommend to friends Overall (Percentage)
Almost every candidate wants to work in this organization. There is a lot of growth and scope if
one enters into this organization. NDPL has a market value and once worked with this
organization will give them the exposure and valuable experience. Every candidate wants to take
advantage of the NDPL’s market value.
Similarly, every candidate agrees that they will recommend NDPL as a preferred employer to
their friends. This shows that NDPL is a good organization to work with.
[74]
5.4 FEEDBACK ON RECRUITMENT
The Feedback is taken from those employees whose date of joining is not more than 6 months. The employees are given induction and training. The questionnaire covers the entire process of resourcing of the employee. The feedback will show the satisfaction level of the employees regarding the resourcing process.
Question 2: The HR representatives were helpful while providing the information..
Rating 5 4 3 2 1
Total 30 75 0 0 5
Percentage 27.27 68.18 0.00 0.00 4.55
[75]
5 4 3 2 1
5 4 3 2 1 27.27% 68.18% 0.00% 0.00% 4.55%
0%
10%
20%
30%
40%
50%
60%
70%
Percen
tage
of R
espo
nden
ts
80%
Question 3: I found it convenient to get the information related to recruitment proceedings.
Rating 5 4 3 2 1
Total 20 75 10 0 5
Percentage 18.18 68.18 9.09 0.00 4.55
5 4 3 2 1
5 4 3 2 1 18.18% 68.18% 9.09% 0.00% 4.55%
0%10%20%30%40%50%
Percen
tage
of
60%70%80%
Respon
dents
Question 4: I was informed about the necessary requirements related to the documentation on time.
Rating 5 4 3 2 1
Total 50 45 5 5 5
Percentage 45.45 40.91 4.55 4.55 4.55
[76]
5 4 3 2 1
5 4 3 2 1 45.45% 40.91% 4.55% 4.55% 4.55%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
Question 5: I was informed about eligibility criteria in advance.
Rating 5 4 3 2 1
Total 50 50 10 0 0
Percentage 45.45 45.45 9.09 0.00 0.00
5 4 3 2 1
5 4 3 2 1 45.45% 45.45% 9.09% 0.00% 0.00%
0%
10%
20%
30%
Percen
tage
of
40%
50%
Respon
dents
Question 6: The seating arrangement was comfortable during the interview process.
Rating 5 4 3 2 1
Total 80 25 5 0 0
Percentage 72.73 22.73 4.55 0.00 0.00
[77]
5 4 3 2 1
5 4 3 2 1 72.73% 22.73% 4.55% 0.00% 0.00%
0%
10%
20%
30%
40%
50%
60%
70%
Percen
tage
of R
espo
nden
ts
80%
Question 7: The ambience of the office was appealing.
Rating 5 4 3 2 1
Total 40 50 20 0 0
Percentage 36.36 45.45 18.18 0.00 0.00
5 4 3 2 1
5 4 3 2 1 36.36% 45.45% 18.18% 0.00% 0.00%
0%
10%
20%
30%
Percen
tage
of
40%
50%
Respon
dents
Question 8: The interview panel informed me about job profile.
Rating 5 4 3 2 1
Total 15 20 55 10 10
Percentage 13.64 18.18 50.00 9.09 9.09
[78]
5 4 3 2 1
5 4 3 2 1 13.64% 18.18% 50.00% 9.09% 9.09%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
Question 9: The interview panel was unbiased.
Rating 5 4 3 2 1
Total 60 40 5 5 0
Percentage 54.55 36.36 4.55 4.55 0.00
5 4 3 2 1
5 4 3 2 1 54.55% 36.36% 4.55% 4.55% 0.00%
0%
10%
20%
30%
Percen
tage
of
40%
50%
60%
Respon
dents
Question 10: I was informed about the condition of work and Hazards (if any).
Rating 5 4 3 2 1
Total 15 55 35 0 5
Percentage 13.64 50.00 31.82 0.00 4.55
[79]
5 4 3 2 1
5 4 3 2 1 13.64% 50.00% 31.82% 0.00% 4.55%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
Question 11: I was informed about the offer letter and the date of joining.
Rating 5 4 3 2 1
Total 35 60 5 5 5
Percentage 31.82 54.55 4.55 4.55 4.55
5 4 3 2 1
5 4 3 2 1 31.82% 54.55% 4.55% 4.55% 4.55%
0%
10%
20%
Percen
tage
of 30%
40%
50%
60%
Respo
nden
ts
Question 12: I was informed about the details of medical test and other formalities on time.
Rating 5 4 3 2 1
Total 40 60 5 5 0
Percentage 36.36 54.55 4.55 4.55 0.00
[80]
5 4 3 2 1
5 4 3 2 1 36.36% 54.55% 4.55% 4.55% 0.00%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
Question 13: I was guided through the process of filling the forms on the date of joining.
Rating 5 4 3 2 1
Total 70 40 0 0 0
Percentage 63.64 36.36 0.00 0.00 0.00
5 4 3 2 1
5 4 3 2 1 63.64% 36.36% 0.00% 0.00% 0.00%
0%
10%
20%
30%
Percen
tage
of
40%
50%
60%
70%
Respon
dents
Question 14: The induction program on my joining was satisfactory
Rating 5 4 3 2 1
Total 30 55 20 0 5
Percentage 27.27 50.00 18.18 0.00 4.55
[81]
5 4 3 2 1
5 4 3 2 1 27.27% 50.00% 18.18% 0.00% 4.55%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
Question 16: I am satisfied with the work assigned to me.
Rating 5 4 3 2 1
Total 15 65 20 5 5
Percentage 13.64 59.09 18.18 4.55 4.55
5 4 3 2 1
5 4 3 2 1 13.64% 59.09% 18.18% 4.55% 4.55%
0%
10%
20%
30%
Percen
tage
of
40%
50%
60%
70%
Respon
dents
Question 17: I will recommend my friends to join NDPL.
Rating 5 4 3 2 1
Total 40 55 10 0 5
Percentage 36.36 50.00 9.09 0.00 4.55
[82]
5 4 3 2 1
5 4 3 2 1 36.36% 50.00% 9.09% 0.00% 4.55%
0%
10%
20%
30%
40%
50%
Percen
tage
of R
espo
nden
ts
60%
5.5 Feedback on Induction Programme
Question 15: The induction program includes information like a) A brief history and operation of the company
Rating 5 4 3 2 1
Total 50 55 5 0 0
Percentage 45.45 50.00 4.55 0.00 0.00
b) Company’s organization structure
Rating 5 4 3 2 1
Total 40 60 0 10 0
Percentage 36.36 54.55 0.00 9.09 0.00
[83]
c) Location of Departments and facilities
Rating 5 4 3 2 1
Total 40 60 5 5 0
Percentage 36.36 54.55 4.55 4.55 0.00
d) Policies of the company
Rating 5 4 3 2 1
Total 60 35 10 0 5
Percentage 54.55 31.82 9.09 0.00 4.55
[84]
e) Rules and regulation of the company
Rating 5 4 3 2 1
Total 70 35 0 5 0
Percentage 63.64 31.82 0.00 4.55 0.00
f) Safety measures
Rating 5 4 3 2 1
Total 55 45 5 0 5
Percentage 50.00 40.91 4.55 0.00 4.55
[85]
g) Terms and conditions of service including wages, working hours, overtime, holidays etc.
Rating 5 4 3 2 1
Total 40 50 20 0 0
Percentage 36.36 45.45 18.18 0.00 0.00
h) Benefits and services for employee
Rating 5 4 3 2 1
Total 30 65 15 0 0
Percentage 27.27 59.09 13.64 0.00 0.00
[86]
i) Opportunity for training, promotion, transfer etc.
Rating 5 4 3 2 1
Total 25 60 15 5 5
Percentage 22.73 54.55 13.64 4.55 4.55
j) Better career planning for the employee
Rating 5 4 3 2 1
Total 25 65 15 0 5
Percentage 22.73 59.09 13.64 0.00 4.55
5 4 3 2 1
5 4 3 2 1 22.73% 59.09% 13.64% 0.00% 4.55%
0%
10%
20%
30%
40%
Percen
tage
of R
espo
nden
ts
50%
60%
70%
[87]
Chapter 6 MAJOR CHALLENGES IN RECRUITMENT
[88]
Recruitment is a function that requires business perspective, expertise, ability to find and match
the best potential candidate for the organization, diplomacy, marketing skills (as to sell the
position to the candidate) and wisdom to align the recruitment processes for the benefit of the
organization. The HR professionals – handling the recruitment function of the organization‐ are
constantly facing new challenges. The biggest challenge for such professionals is to source or
recruit the best people or potential candidate for the organization.
In the last few years, the job market has undergone some fundamental changes in terms of
technologies, sources of recruitment, competition in the market etc. In an already saturated job
market, where the practices like poaching and raiding are gaining momentum, HR professionals
are constantly facing new challenges in one of their most important function‐ recruitment. They
have to face and conquer various challenges to find the best candidates for their organizations.
The major challenges faced by the HR in recruitment are:
• Adaptability to globalization – The HR professionals are expected and required to keep in
tune with the changing times, i.e. the changes taking place across the globe. HR should
maintain the timeliness of the process
• Lack of motivation – Recruitment is considered to be a thankless job. Even if the
organization is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers.
• Process analysis – The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive and responsive
to the immediate requirements. The recruitment process should also be cost effective.
• Strategic prioritization – The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the
tasks to meet the changes in the market has become a challenge for the recruitment
professionals.
Identifying the appropriate external sources of recruitment
If you want to really max out your efficiency only make calls to people who have been referred
to you by a credible person and who are highly qualified. By only calling referred and
prequalified people you'll eliminate the two major inefficiency problems associated with passive
candidate recruiting‐not getting calls returned and not knowing if the people you call are good
candidates. It's hard enough to get people to return your calls, so getting a return call from a dud
is a real downer.
[89]
If an organization decides to outsource its recruitment processes or activities, it is very important
to find and select a suitable recruitment consultant or consultancies, which can deliver results
according to the needs of the organization. Organization looks for various considerations and
qualities before selecting the suitable recruitment consultant.
• The reputation of the consulting firm in the job market (based on expertise and
experience).
• Who are the consultant’s or firm’s past and present clients.
• Consultant’s expertise and experience (from how long has he/firm been in the business
• Does the recruitment consultant have the requisite resources to complete the targets on
time?
• Get the idea of the effectiveness and the services of the recruitment consultant from its
current and past clients.
Selecting the right recruitment consultant is essential for the effective recruitment processes. A
successful Recruitment consultant is someone who is determinative, focused, and able to create
opportunities for him, works harder and smarter than competitors and continually set and
achieve higher standards.
Recruitment of a candidate with requisite skills & competencies as required for the job position
Finding strong candidates for critical positions was a growing or now a huge problem.
Surprisingly though, most companies are not offsetting this major problem by using a full
complement of all available sourcing tools. From my perspective the problem is overrated. You
can't use yesterday's sourcing ideas to hire tomorrow's candidates. There is definitely an
upswing in the use of employee referral programs as a primary sourcing tool. About 50% of the
respondents indicated it was used regularly and 42% indicated it was an important or extremely
important resource. This correlates closely with a major shift to networking with passive
candidates to generate names with over 50% of those taking the survey indicating this was an
important and effective sourcing channel. What was more interesting was that less than 20%
indicated they were using social networks (ZoomInfo, LinkedIn, Facebook, etc.). Equally
interesting was that far less than 20% of the respondents were using basic Internet marketing
and Web 2.0 concepts to position and write ads. This is a vastly under‐used, low‐cost sourcing
opportunity.
[90]
Making a right fit between the candidate and job requirement
Job Match or Job Fitment is the primary predictor of job success and a challenge for the
Recruitment department. It has greater relevance than factors such as age, experience, training,
and other particulars that employers use to make human resource decisions. Every job or
position has requirements that go beyond the customary job description when you seek
optimum performance and productivity. As an example, jobs that require assertiveness can be
performed by people who have been trained to act assertive, but the job will be consistently
done better by someone who is naturally assertive. When a person’s job duties conflict with
their inborn characteristics, they suffer from tension and stress that can lead to organizational
conflict and employee burnout.
Recruiting a right candidate at the right time
It is also an important matter to be determined for the purpose of recruiting a candidate. One
should consider the time factor to recruit a candidate as it may lead either to over costing if not
recruited at the appropriate time or may lead to suffer the work due to non availability of the
required quality candidate. For this purpose on should make the market analysis, which may
include the availability of the required talent , their demand in the market etc. one also need to
determine the correct time for its requirement.
Ensuring an appropriate panel for recruitment
An organization has various areas of its functioning, so it requires a variety of personnel for its
effective functioning. The same panel cannot be used to recruit the candidate for every required
position in an organization as it may not have the required talent.
The panel should include a member from each of the following field, which include‐:
• A member from hr dept.
• A member from the ethical dept.
• A member from the dept. for which the candidate is to be recruited
Maintaining an appropriate database of the resumes
There are over 40,000 employment related websites on the Internet. Many of those sites feature
resume databases. With those numbers, the task of sourcing for candidates can be tedious and
time consuming at its best. At its worst, trying to manage numerous resume databases and the
free web means strong candidates lost in a sea of clutter as recruiters attempt to search such a
broad and ever changing spectrum.
[91]
Organizations might have an automated system, such as an applicant tracking system, to help
manage the typical recruiting process. However, HR staff often use Microsoft® Office Word,
Microsoft Office Excel, and Microsoft Office Outlook® as supplementary software. This means
that despite having one or more automated systems, if the organization's recruiting solution
does not integrate other tools used by recruiting staff, then the entire process remains
disjointed and manual.
[92]
Chapter 7 SUGGESTIONS & RECOMMENDATIONS
[93]
Compress the "white space" in your hiring process
White Spaces are delays in hiring process that are unproductive, waste time, and virtually assure
you'll lose talented candidates. Often the longest delays occur between critical selection events.
For example, a recruiter may need several weeks to screen a few hundred resumes from the
Web job boards, or candidates who make it through screening may wait weeks to interview with
a hiring manager.
Here at North Delhi Power Limited, the delays occur when the outstation candidates are called
for interviews at Regional branches like Delhi. Sometimes, because of busy schedule of senior
managers and sometimes because of tight schedule of candidate, the interview has to be
postponed. This delay could be minimized by scheduling interviews in the regional locations. It is
recommended to reduce the turnaround time for the recruitment and selection process. It must
be made mandatory for the candidates to take the test, filling up forms etc within the stipulated
time, this will make sure that the candidates do not hold casual attitude and take the
recruitment process more seriously. Additionally it can send across a positive image about the
company. White space in recruitment can be compressed by the use of IT also. Technology (such
as automated or Web‐based tracking) is ideal for eliminating unnecessary steps and reducing
delays.
Tie up with more & more consultants from multiple segments
Since the limited placement agencies are sourcing candidates to all insurance companies, there
often comes the problem of duplication of data. Therefore it is recommended that more and
more consultants should be tied up from multiple segments to attract large pool of new and
fresh talent.
There should be proper utilization of existing manpower
It is very important that the existing manpower should be fully and properly utilized and should
ensure that there should be proper utilization of resources. The employees are fully satisfied
with their job and there should be right man on right job principle should be strictly followed.
Know what you're looking for in candidates
It is observed that the candidates sourced by placement agencies and send for further rounds of
interviews are rarely found suitable by the hiring managers. Therefore, in case there is need to
utilize the service of a placement agency, then it is recommended that these placement agencies
be given a well drafted job description and job specification. This can also be circulated to
internal employees under the employee referral scheme. This will help people to get a clearer
[94]
picture and provide for most suitable candidate, hence making efficient utilization of the existing
resources.
Reduce the pre offer formalities
Pre‐offer documentation includes filling of a lengthy Blue form which includes all personal,
educational and professional details of candidate. This is very time consuming and even after
taking these details from candidate its not sure that offer will be made or not. This also becomes
frustrating for the candidate sometimes. So, it is recommended that unnecessary details should
not be asked before we make the final offer to the candidate. Blue form should be made
concise.
One size doesn’t fit all
An effort must be made to study local condition, education levels. Since applying common test
for all candidates across entire country can overshadow a candidates capabilities. This factor
must be given importance since Indian society is divided on various parameters such as
education, language, infrastructure etc. A test with high level of English and complicated
sentence structure can be a hurdle in areas where language itself is barrier. An option is to have
different tests for different regions.
Blend technology into every aspect of your recruiting and hiring process
Web‐based technology lets you increase hiring speed and quality while reducing costs. Currently,
job boards constitute the biggest use of the Web, offering access to thousands of resumes within
hours. But the Web can also be a powerful tool for screening and qualifying that flood of
resumes. Companies have begun to use the Web to collect and instantly match data on
candidate skills, motivations, and experiences against job criteria. Other uses of Web‐based
technology include online interviewing, candidate assessment and testing, applicant self‐
scheduling, and tracking. Work the Web wisely and you save time for recruiters and hiring
managers and nab top candidates before your competitors can.
Build and manage your candidate pool as a precious resource
A "candidate pool" is a group of individuals who have shown interest in working for your
company and are qualified for and ready to fill certain positions. Rather than undertaking the
time‐consuming process of filling one job at a time, you draw on the candidate pool and fill jobs
as they become available. How do you keep a pool active? Some companies send their
newsletters to pool candidates, give them product coupons, and keep in touch through e‐mail.
Pool management is not easy in a tight labor market ‐‐good candidates often go elsewhere. But
[95]
many organizations, especially those with a reputation as a great place to work, are able to fill
positions quickly using the pool concept.
Create winning impression even on those who are not selected
It’s very important to create a favorable impression of your organization on all those who come
for interview. Those who are not selected in the first round of personal interview should also
carry this impression that they have missed the opportunity to work in a great company. For
this, there must a proper coordination of the interview of the candidate and greater degree of
professionalism. A candidate when invited for a interview must be attended as soon as possible
and should be made to wait for hours together. Interviews conducted on a scheduled time leave
a good impression on the candidate. Even if he is not selected, a good impression about the will
make him recommend the name to his people.
[96]
Chapter 8 CONCLUSION
[97]
North Delhi Power Limited in the last three years embraced the new consumer oriented culture
& moved ahead in its pursuit to drive excellence. The company is the first distribution utility in
the country to provide on‐line information on consumption, billing and payment to all its
consumers. Employees being the prime capital of a performing organization, it is important to
recruit potential candidates to orient and facilitate its process.
In this journey towards constant excellence, NDPL has conducted a ‘Feedback Session’ from the
candidates while attending interviews and HR Services Feedback on Recruited and I was
provided with the opportunity to interpret and analyze the feedback forms. Data collection was
followed by a detailed and thorough analysis with the help of Bar Chart, columnar chart and
Texts statements.
The sole purpose of this project was to identify those areas which resulted in considerable
dissatisfaction and problem in Recruitment department while recruiting a strong candidate. The
weaknesses had to be identified and their causes investigated thoroughly before we could come
up with possible suggestions and recommendations to rectify the same. These were then
forwarded to the company. “The hiring market has always been extremely competitive” and to
find a potential candidate indeed contributes towards the success of the organization. When an
HR department is well aligned, it helps keep the organization on track, and it demonstrates that
HR can make a powerful contribution to the organization.
[98]
Chapter 9 BIBLIOGRAPHY
[99]
WEB SITES
http://www.ndplonline.com/
http://www.naukrihub.com/
www.citehr.com
http://www.marketresearch.com/
http://www.ebscohost.com/
BOOKS
“HUMAN RESOURCE MANAGEMENT” BY P SUBBA RAO
“HUMAN RESOURCE MANAGEMENT” BY SNELL / BOHLANDER
“Total quality management” BY Ahluwalia J.S.
Manuals from the organization
TATA BUSINESS EXCILLENCE MODEL
[100]
Chapter 10 APPENDIX
[101]
10.1 QUESTIONNAIRE 1
Please rate the values in the field indicated. Values are ranked on a scale from 1 to 5 as;
1 strongly disagree
2 disagree
3 neither agree nor disagree
4 agree
5 strongly agree
1. The behaviour of our Security Staff was courteous
1 2 3 4 5
2. The Staff at Reception was helpful.
1 2 3 4 5
3. I found the ambience of the Office appealing.
1 2 3 4 5
4. The representative of HR Dept was helpful and prompts in providing information I asked for.
1 2 3 4 5
. The NDPL website was informative and helped me in preparing for the interview
5
1 2 3 4 5
. While waiting for the interview, I was provided comfortable seating arrangement 6
1 2 3 4 5
7. The interview panel, made me feels comfortable
5 1 2 3 4
. The interview was conducted in a professional manner
4 5
8
[102]
1 2 3
[103]
. The job profile was explained to me by the interview panel
4 5
9
1 2 3
10. The interview was a satisfying experience for me
4 5 1 2 3
11. Given an offer, I will join NDPL
3 4 5 1 2
12. I will recommend NDPL as preferred employer to my friends.
4 5 1 2 3
[104]
10.2 Questionnaire 2 (To b de fille by employees)
Name : ___________________________ Date: June 2009
g
a e ranked on a scale from 1 to 5 as; strongly disagree
disagree
1. about the job vacancy through ° Advertisement
cell
ntion if any other __________________
information.
5
3. edings.
4. ntation on time.
5.
4 5
6. n
7.
4 5
8. 1 2 3 4 5
9.
4 5
Emp. No. : ___________________________ Designation : ___________________________ Department : ___________________________ Date of Joinin : ___________________________ Please rate the v lues in the field indicated. Values ar12 disagree 3 neither agree nor 4 agree 5 strongly agree
I came to know
° Employee referral ° Job fair ° Campus placement° Website° Consultants ° Please me
2. The HR representatives were helpful while providing the
1 2 3 4 I found it convenient to get the information related to recruitment proce 1 2 3 4 5 I was informed about the necessary requirements related to the docume 1 2 3 4 5 I was informed about eligibility criteria in advance. 1 2 3 The seating arra gement was comfortable during the interview process. 1 2 3 4 5 The ambience of the office was appealing. 1 2 3
The interview panel informed me about job profile.
The interview panel was unbiased. 1 2 3
[105]
10.
5
11.
5
12. time.
13. g.
14.
5
15.
m) Location of D artme and facilities 5
Policies of th ompa5
o) Rule d re o e company 4 5
p) Safe measures
q) Term and conditions servic cludin ges, working hours, overtime, holidays etc. 4 5
r) n s and vices employee
s) portunity traini prom on, transfer etc.
t) Bett career annin r the
16. I am ti d wit e wo ssigne me.
1 4 5
17. will recommend my friends to join NDPL.
2 3 4 5
18. uggestion regarding improvement in Recruitment and Selection process of NDPL
_ _______________________________________
I was informed about the condition of work and Hazards (if any). 1 2 3 4
I was informed about the offer letter and the date of joining.
1 2 3 4
I was informed about the details of medical test and other formalities on 1 2 3 4 5 I was guided through the process of filling the forms on the date of joinin 1 2 3 4 5
The induction program on my joining was satisfactory. 1 2 3 4
The induction program includes information like k) A brief history and operation of the company
1 2 3 4 5 l) Company’s organization structure
1 2 3 4 5
1ep nts
2 3 4 n)
1 2 3 4e c ny
1 2 3 s an gulation f th
ty 1 2 3 4 5
s of e in g wa1 2 3 Be efit ser for
1 2 3 4 5 Op for ng, oti1 2 3 4 5
er pl g fo employee 1 2 3 4 5
sa sfie h th rk a d to
2 3 I 1
S
_________________________________________________________ _______________________________________________________________________________________________________________________________________________________
Thank you for your time and patience in completing this survey