hrm report group1 sec-d

8/7/2019 HRM Report Group1 Sec-D

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Recruitment & Selection

Process at Rinfra Ltd.Group 1

HRM Report

Presented By:

Kumari Sonia 214

Nishant Negi 222

Riddhi Biswas 236

Sravya Shakuntala 243

Thej Swaroop Reddy 249



Recruitment and Selection at Rinfra Ltd

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Group 1

TABLE OF CONTENTS

EXECUTIVE SUMMARY................................ ................................ ................................ ................................ ..... 3

STRATEGY ................................ ................................ ................................ ................................ ........................ 4

MILES AND SNOWS STRATEGIC TYPE ................................ ................................ ................................ .......... 4

INDUSTRY STRUCTURE RELATIONSHIP ................................ ................................ ................................ ........ 5

METHODOLOGY................................ ................................ ................................ ................................ ............... 5

RECRUITMENT ................................ ................................ ................................ ................................ ................. 5

Recruitment process................................ ................................ ................................ ................................ .... 6

Sources of recruitemnt ................................ ................................ ................................ ................................ 6

Alternative to Recruitment................................ ................................ ................................ .......................... 8

RECRUITMENT POLICY STATEMENT ................................ ................................ ................................ ................. 9

SELECTION ................................ ................................ ................................ ................................ ..................... 10

RESUME FILTERING................................ ................................ ................................ ................................ .... 10

Interview process ................................ ................................ ................................ ................................ ...... 10

REcruiters role ................................ ................................ ................................ ................................ .......... 11

skill REcruiters want ................................ ................................ ................................ ................................ .. 11

SELECTION- CHOICES ................................ ................................ ................................ ................................ ..... 12

INTERNAL RECRUIT VS lateral hire ................................ ................................ ................................ ............. 12

MBAs Vs engineers................................ ................................ ................................ ................................ .... 12

Experience vs intelligence ................................ ................................ ................................ ......................... 12

SELECTION TEST................................ ................................ ................................ ................................ ......... 13

CONCLUSIONS ................................ ................................ ................................ ................................ ............... 14

RECOMENDATIONS ................................ ................................ ................................ ................................ ....... 14

REFERENCES ................................ ................................ ................................ ................................ .................. 14



Recrui

¡ ent and Select i

¢ n at Rinf ra Lt d

3

£ ¤ ¥ ¦ § 1

EXEC ̈

©

VE SUMMA

Reliance Infrastructure, a part of Reliance - Anil Dhirubhai Ambani Group, is India's largest

infrastructure company with turnover of over Rs. 15,690 crore and market capitalization of

over Rs. 24,450 crore as on March 31, 2010. It is one of the largest Indian business

conglomerates. Company was formerly known as Reliance Energy. The new name reflects

the current nature and the companys business. In this document we shall attempt tostudy

the recruitment and selection process at Rinfra. The main source of information is

telephonic interview and through e-mail with Mr. Anupam Kumar(HR), Miss Monica

Sahani(DGM), former employee Mr. Priyankar Biswas and current Assistant Managers Mr.

Gurbhej Singh, and Miss Lavleen Kumari.

Int odu

tion: Reli

n

e Inf

st u

tu e Ltd.

Reliance Infrastructure Limited is Indias leading utility company having presence in across

the value chain of power business i.e. Generation, Transmission, Distribution, EPC and

Trading and the largest infrastructure company by developing projects in all high growth

areas in infrastructure sector i.e. Roads, Highways, Metro Rails, Airports and Speciality Real

Estate.

A detailed presence of Rinfra Ltd is shown by the following chart. In our report we would be

concentrating on Engineering Procurement & Construction part of Rinfra. Presently around 1500

people are working in EPC division.

RInfra

EPC Energy

Generation

Transmission

Distribution

Trading

Infrastructure

Roads

Airports

Metro

EZ




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Group 1

The company has move

towards setting up of Ultra Mega power plant (6x660 MW Sasan

power pro ject in Madhya Pradesh). This has been a ma jor change; it is adopting from their

earlier mega power plants. It is the largest domestic coal based power plant and is being

executed by the EPC division of RInfra. . RInfra has entered into a joint v enture with National

Thermal Power Corporation Ltd. (NTPC) for the formation of Utility Power Tech Ltd. (UPL) to

provide the very best in modernized solutions for pro ject construction, operation,

maintenance, EPC, consulting services etc. The company is also consistently persuading the

Indian government for the regular supply of coal required for its power plant. The company

is moving fast to acquire and complete the pro jects in lesser time to keep away its

competitors. It has the unique distinction of secu ring 3 out of 4 Ultra Mega Power

Pro jects(UMPPs) awarded by the Government of India on the basis of the tariff based

competitive bidding. It maintains a strong relationship with the commercial banks, export

credit agencies and various financial institutions for financing. Thus, it exercises a high

degree of financial leverage.

STRATEGY

The mission of the company is to achieve excellence in service, quality, reliability, saf ety and

customer care. It also aims to achieve consistent high growth with the highest levels of

productivity. It also encourages ideas, talents and value systems and promotes the work

culture that improves individual growth, team spirit and creativity to overcome challenges

and accomplish the goal. It is driving itself towards a highly technology driven, efficient and

financially sound organization, and to achieve the trust and confidence of all customers and

stakeholders.

RInfra is recruiting the young bloods into the organization, as it is aiming to turn it into a

multinational company (MNC) and adopting the MNC culture. Also, it is recruiting from the

top premiere institutes to enhance team eff ectiveness and leadership competencies and

create a leadership pipeline for the organizations growing need of leaders with a

perspective. On the other hand, it is also attracting the top level managers and employees

of its competitors by off ering them higher pay scale. The focus of the company is towards

achieving vertical integration. It has no plans to maintain any long -term relationships with

its suppliers.

MILES AND SNOWS STRATEGIC TYPERInfra falls under Analyser category. They compete on sheer economies of scale. They have

huge capital strength and hence can easily outperform the other bidders by quoting the

lowest bid. There is trade off between def ender and prospector strategy. This is to minimize

risk and maximize profit. They seek both flexibility and stability.

RInfra has imitated the standards and technology which were already established by the

public sector players like NTPC. There is high level of standardization, routinization. Profit is



Recruitment and Select i

n at Rinf ra Lt d

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Group 1

earned through high operational efficiency and maintenance of plants. RInfra has always

made selective attempts for diversification like cement industry, coal industry which are

factors of production in their core business.

IN USTRY STRUCTURE RELATIONSHIP

y Low product innovation rate

y High capital re

uirements

y Type C industry

y Large organization

y Limited number of players

y Highly structured, standardized but limited decentralization

y Formalization is high at middle level but low at top and bottom level

METHODOLOGY

RECRUITMENT

Recruitment is a process of locating and encouraging potential applicant to apply for existing

or anticipated job openings. It is actually s linking function, joining together those with jobs

to be to fill and those seeking jobs. Recruitment process, logically aim at (i) attracting large

number of !

ualified applicants who are ready to take up the job if offered (ii) offering

enough information for un!

ualified persons to self select themselves out.

Recruitment &

Selection

SeniorManager

DeputyGM

Primary Sources Secondary Sources

HRManager

Articles RelianceWebsite

Interview

Experience

Process details,

Employees

Views

ExperiencesProcess

Details

Planning,

Recruitment

Sources

OtherEmployees

Personal

experienci




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Group 1

RECRUITMENT PROCESS

1. Identification of a Vacancy

Its duty of every employee having grade of Deputy General Manager and above to

identif y the vacancy and inform the HR as soon as possible. The reasons for a

vacancy may be:

Staffing changes: Resignation by an employee, termination from his/her duty, person

went for retirement, long/short leave like incase of illness, maternity leave,

secondment, promotion of a person resulting into vacancy of that particular post,

coming of new pro jects which needs more employee.

Work Requirement Changes: Coming up of unexpected work like very short term

preparation of bidding team which comes into existent just before the floating of a

pro ject by government, temporary additional workload like visiting of CEO, DO or

Chairperson Anil Ambani - for that preparation of reports, presentation are required

which make busy employee of various department.

2. Review the need for the position/to fill the vacancy

HR manager will review the short and long term requirement from the position and

need to fill the vacancy. For that HR manager will consider:

Staffing Plan which indicates how much more employees are required and where are

the surplus and what work area, how many people are handling

Budget: Budget has been allocated among various department for spending on

employee salaries, recruitment etc.

Job description and job specification: This task is jointly done by HR manager and

various department head. In Reliance infrastructure , it is bottom up approach;

where in requirements for new employees sometimes come up from the bottom of

the pyramid. For example, need for extra employee and the job description and

specifications are passed on from DGM to GM, from GM to Assistant VP, from

Assistant VP to Sr VP. Finally consensus is done by HR manager and Sr. VP. Then the

request is forwarded to Director of Operations with whom lies the ultimate power.

DGM, GM, Assistant VP etc are all involved in deciding upon job title, job summary,

job activities, working conditions and social environment. Fundamental attributes of

a job specification are mostly decided by the HR manager only after a talk with

diff erent departments. Contra indicators like job involving frequent visits to site

should be given to f emales etc are mostly provided by DGM, GM etc .

SOURCES OF RECRUITEM NT




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In Rinfra ltd., both internal as well as external sources of recruitment are used.

Internal Sources:

Persons who are already working in Rinfra constitute internal sources. Also, retrenchedemployees, retired employees, dependent of deceased employees , children of existing

employee constitute the internal sources. Whenever any vacancy arises, someone from

within Rinfra is upgraded, transf erred, promoted or even demoted .

Methodology adopted:

Internal communication through notice boards, e-mails and by updating on the internal

server blue ocean.

Merits:

Economical as cost of recruiting internal candidates is minimal and expenses like

advertisements are saved

Reliable as Rinfra has knowledge about suitability of a candidate for a position.

Demerits

Limited choice as Rinfra is forced to select candidates from a limited pool. In Rinfra a year

ago a job has been given to the wif e of deceased DGM and it was found was incapable fro it.

Inefficiency: In Rinfra promotions are based on the length of the service and not on the

merit of a employee. This may prove to be blessing for inefficient candidates.

External Sources

Campus Recruitment

Rinfra hires fresher directly from IITs, NITs, Regional engineering college like Pun jab

Engineering College, Delhi College of Engineering etc for the post of Assistant Manager. Also

for higher managerial posts, it goes to management institutes like IIML, IIMI, XLRI, and NITIE.

Methodology

Certain parameters are being used for deciding upon which college to go to. First one, it rely

on the ranking given to various colleges by diff erent magazines, Second, depending upon

location of pro ject site e.g. if the upcoming pro ject is located in West Bengal, they will pref er

to hire from that state as it is the requirement of such kind of jobs. Third, depending upon

the location of corporate office that is in Noida. Also they used one more parameter that is

how much people actually joined out of recruited from particular College. They maintain a

database for it and where this ratio is high become the top priority college.




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Merits

Moderate cost of entire procedure followed

A long relationship is developed with the college resulting in reliability.

Demerits

Recruitment can be costly in case the colleges are located at very far places from corporate

offices.

Reaching on decision which college to go for, sometimes become difficult to take.

Electronic Recruiting

This is done through various job portals like naukri.com, yuva job.com etc . this is generally

used to hire work experience people only and not freshers

Merits & Demerits

It is very fast, cost eff ective means of recruitment. It is reasonably focussed. Problem with

this method is that the website might be flooded with resumes from unqualified job

seekers. So, company has to handle with many applications and sometimes it becomes

difficult to filter resumes. Also applications may come from geographic areas that are

unrealistic far away.

Unsolicited Applicants/Walk in

This method is generally used to hire people on contract and usually for the department like

administrative. The company makes a data bank and whenever a suitable vacancy arises,

the company would intimate the candidates to apply through a formal channel. Any walk-ins Rinfra treat very courteously.

Merits & Demerits

Company times saved for searching for candidates. Eligible candidates themselves applied

for it. One of the disadvantages is that the jobseekers generally apply to number of

organization and when they are actually required by the organization they are eith er already

employed or simply not interested.

ALTERNATIVE TO RECRUITMENT

Overtime

This followed in great deal in Rinfra where in short term fluctuations in work volume could

best be solved through overtime like a new pro ject is being floated by Govt. To e valute such

pro ject and then apply for it needs a bidding team which is prepared from within the




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company. They hold dual responsibility of their previous department and also bidding

department work.

Merits & Demerits

Rinfra is benefited as cost of recruitment, selection and training could be avoided. Employee

benefits from high salary. But overworked employee may prove less productive and turnout

less than optimal performance.

Temporary employees

Reliance hire temporary workers on contract based for some of administrative post and

other department also to meet sudden increase in work.

Merits & demerits

Fringe benefits which employer needs to give associated with regular employment can be

avoided. But temporary workers dont remain loyal to the company, take more time to

ad just.

Outsourcing

This is used in Rinfra a lot where in some specialized work is outsourced to outside parties

like to prepare a design for wind tunnel, outsourcing is done IIT Kanpur etc

Merits & Demerits

It has a long list of merits. Expertise required by Rinfra is easily met by it, HR becomes free

of activity like handling resume management and candidate sourcing in the ir daily scrutiny.

RECRUITMENT POLICY STATEMENT

1. Advertise vacation created in organization internally and provide the opportunity to

internal employee first to respond to it.

2. Recruitment and selection will be guided by requirements of relevant legislation and

diversity policies, strategies and initiatives and by its agreed priorities for developing a

workforce profile that reflects the diversity and characteristics of the student

population and the wider community.3. All appointments will be made on the basi s of careful and consistent application of the

principle of merit and adherence to the guidelines.

4. Appointments will be made in open competition from the widest field of applicants,

attracted by internal and normally external advertising.

5. Recruitment and selection processes will be conducted on the basis of fair and equitable

treatment of all applicants




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6. All processes will be conducted so as to guard the confidentiality of applicants and

preserve the integrity of the process.

7. Recruitment and selection processes will be consistent, transparent, prof essional and

timely.

8. The University will foster continuous improvement of recruitment and selection policy

and procedures, and supporting technology to deliver high quality services efficiently

and eff ectively

SELECTION

Selection is the process by which companies decide who or who will not be allowed into

organizations.

For selection Rinfra uses a series of steps:

1.

Resume filtering2. Interview Process

3. Final Decision

4. Probation

5. Rinfra Employee

RESUME FILTERING

1. A mechanical method is employed for resume filtering which is done by HR

Managers himself. A database is created in excel through which it is cross checkedthat a candidate rejected by the company could not apply within less than six

months of rejection

2. The resume are scrutinized for the following things

In case of freshers: Percentage/CGPA marks in 10th

, 12th

and degree. Usually the

criteria are to filter only those resumes which have more than 65% in all the cases.

Then how many technical pro jects had been undertook by candidate and its

relevance to their company, academic achievement in technical area. For freshers,

Rinfra remains limited to Electrical, Civil and Mechanical.

In case of work ex people: The companies wherein the candidate had worked, his

role and responsibility over there and number of year of experience. Then came at

the end academic part. Usually people with work ex in NTPC are pref erred.

INTERVIEW PROCESS

1. For freshers diff erent methodology has been adopte d in comparison to experienced

one




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For freshers:

y First a group discussion round is conducted wherein around 10 -12 candidates

are allowed to participate. A general topic is given for discussion. This round

is for checking the communication level, behaviour, leadership qualities and

attitude in a group of candidate y Second, a written test is conduction which is totally technical in nature. It is

diff erent branches of engineers like it is diff erent for electrical candidate to

mechanical guy.

y Third, written ability test is conducted to check the writing skill of a person.

The topic is very general in nature

y Fourth, only one round of interview is conducted which is mix of technical

and HR interview.

2. For work ex people the procedure is very diff erent

y First, they were sent to concerned department from where the requirement

has come. The senior person (position changes as per department) of that

department conducts the interview. He asks in detail about candidate work

experience, pro ject undertake etc. If he/she passed this round then sent to

Director of Operations with whom final talk regarding job position and salary

is held. It means final authority lies with DO in this case

3. Interviewers for this process are from diff erent department like engineering, pro ject

control, pro ject management, engineering core group, etc and are of diff erent levels

ranging from DGM to VP.

RECRUITERS ROLE

Recruiters are cleared about there role in conducting an interview. He has a predefined area

to focus on, a well defined structure of interview and what should be he expecting from a

candidate. Recruiters are sometimes trained about what should be the framework of entire

interview. Most of the time recruiter remain warm, courteous and a little of informal with

candidates. Role off ered is not clearly mentioned to freshers but if hiring is for higher

positions then situation is little diff erent, there role are clearly explained to interviewee.

Further clarity if needed is provided by HR manager.

SKILL RECRUITERS WANT

1. General managerial skills besides having strong technical knowledge so that not only

to know how to perform task but to manage it also.

2. Analytical skills and problem solving skills




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3. Communication and other soft skills . This is because most of role in Rinfra involved

team work and frequent meeting between diff erent departments as work are highly

interdependent.

4. Ability to work in team

5. Leadership potential, as role right from the lowest management i.e. Assistant

manager demand decision taking.

SELECTION- CHOICES

Rinfra has certain choices regarding selecting people like where go for internal recruit or

lateral hire, MBAs or Engineers, experienced based or future oriented, experience or

intelligence etc. Rinfra has been successful in striking a somewhat bal ance in making choices

INTERNAL RECRUIT VS LATERAL HIRE

� Rinfra come up with an ob jective to develop at least 25% of their business leaders

internally by developing coherent systems and processes of career development for

the employees. For this, it has planned to give first pref erence to its internal

employees. The internal recruiting is done by giving promotions or transf erring

employee to the other departments. Usually the criteria for such recruitment are

number of years of work, knowledge, skill, capability etc. Most of the time internal

recruit has an excellent knowledge of Rinfra systems and processes.

� Rinfra also involved in lateral hiring i.e. hiring people with excellent experience and

domain knowledge. Lateral hire brings a diff erent perspective to the company. Rinfra

usually hire the experienced people from competing companies like Lanco, L&T,

Tata, NTPC etc by providing alluring job profile and pay packages.

MBAS VS ENGINEERS

Requirement of MBAs depend on the various departments. Presently only Pro ject

Management Group has employed MBA from IIML and IIMI as finance controllers. HR

managers pref er to hire from IIMs, though they have other MBA schools also in their list. In

future organization is looking forward to higher more MBAs for Finance and Pro ject Control

Department.

There are other departments also like Electrical Group, Mechanical Group, Civil Group, Core

Engineering Group etc which requires sound technical background of respective

engineering. Mainly freshers are hired from NITs, IITs, and regional engineering colleges.

EXPERIENCE VS INTELL IGENCE




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Both experience and intelligence has its own importance in Rinfra. In EPC business number

of years of experience and experience area matters a lot. Usually the rank and salary in

Rinfra are very much dependent on it. Company always keep on an acute watch on the

available talent in other companies in terms of these parameters.

Intelligence is given equal importance as experience in Rinfra. That is clearly reflected in the way the company carry out recruitment process and later on off er responsibilities right from

lowest level.

SELECTION TEST

Interviews (For experienced people)

Reliability: Moderate

Interviews are structured. The organization most of the times know what kind of person forparticular job are the requiring. The educational qualification and experience of the person

provides this information (which organization rely upon) but it is little difficult to observe

traits like leadership, team work, honesty etc

Validity: Good

Through behavioural tests, it is easy to find traits like leadership, team work, honesty etc.

Generalizability: Low

Its not always true to expect high efficiency with people with higher experience and good

technical back ground. Also some test administer to check behavioural aspect do not fully

capture the required traits.

Utility: Good

Cognitive Abilities Tests (For freshers): Paper and pencil or individualized assessment

measures of an individual's general mental ability or intelligence.

Reliability: very high

Validity: Good

It conducts test which able to capture intelligence, technical knowledge, aptitude, attitudes

like working in teams, leadership, etc

Generalizability: Very high

Utility: High




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Group 1

It can be administered in group settings where many applicants can be tested at the same

time. Score are usually associated with test which makes comparison easy. The costs

involved in administering such tests are low.

CONCLUSIONS

y HR is playing administrative role only

y Recruitment and selection in case of fresher's are very well structured but for

experienced people, it need to be more structured

y Its focusing excessively on the intellectual and intelligence of people and missing the

organizational fits

y As it is in expansion stage and aspiring to become MNC, its improving its

recruitment and selection process

RECOMENDATIONS

y HR needs to play more of strategic role

y Include personality and behavioral tests beside taking cognitive abilities tests so as to

make an organization fit

y To meet middle level management demand, recruit students from colleges like

Power Management Institute, Noida etc

REFERENCES

y Ref erred book VSP Rao, chapter 6 & 7 on recruitment & Selection respectively

y www.rinfra.com

y http://www.scribd.com/doc/2587050/SELECTION -PROCESS-AS-HUMAN-RESOURCE-

FUNCTION

y http://www.slideshare.net/harshalsk/recruitment-and-selection

y http://www.unisa.edu.au/policies/policies/hr/HR27.asp

y http://www.hr-guide.com/data/G314.htm

y Studied f ew articles like A review of Structure in selection interview by M A

Champion, scirbd article on selection process as human resource function

y Mr. Anupam Kumar(HR)- 09350813978 , Ms.Monica Sahni(DGM)-09312807238,

former employee Mr. Priyankar Biswas and current Assistant Managers Mr. Gurbhej

Singh

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