poulami project

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S Y S T E M S D O M A I N P R I V A T E L I M I T E DB A N G A L O R E

Project Report On

RECRUITMENT AND SELECTION PROCESS OF HAL

PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR MASTER OF BUSINESS ADMINISTRATION OF

SIKKIM MANIPAL UNIVERSITY, INDIA

By

Miss. Poulami SarkarRegd. No: 511010259

Under the Guidance of

Mr. MANISH R KHILLARE

Dy. PERSONNEL MANAGERHAL KORAPUT, ORISSA

SIKKIM-MANIPAL UNIVERSITY OF HEALTH MEDICAL

& TECHNOLOGICAL SCIENCES

DISTANCE EDUCATION WING,


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DECLARATION

I Miss Poulami Sarkar hereby declare that the project report entitled

RECRUITMENT AND SELECTION PROCESS OF HAL submitted in

Partial fulfillment of the requirements for the Degree of Master of Business

Administration to Sikkim Manipal University, India, is my original work and

Not submitted for the award of any other degree, diploma, fellowship, or any

other similar title or prizes.

Systems Domain Pvt. . Poulami Sarkar

Bangalore Reg.No:511010259DATE: 01/12/2011


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ACKNOWLEDGEMENT

I extend my sincere gratitude to my project guide Mr. Manish R Khillare

(Deputy Manager, Recruitment Section), HAL for providing me valuable

guidance and infusing in me the confidence to complete the project. I value his

guidance, inspiration and generous help.

I am thankful to Mr. J. Demta, (Senior Training Manager), HAL for his

immense support in providing me the necessary information required for myproject.

At the outset I express my deep sense of gratitude to Mr. Rajkumar Singh

for giving me permission to undergo this training programme.

I am grateful to all the staff and faculty members of Systems Domain Pvt.

Ltd. for giving their valuable suggestion in completing the project.

Lastly I am thankful to all the executives those who have supported me in the

completion of this massive work.

Poulami Sarkar


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To Whom It May Concern:

C E R T I F I C A T E

This is to certify that MissPoulami Sarkarunderwent Training in H.R Department

and efficiently handled the project on

RECRUITMENT ANDSELECTION PROCESS OF

HAL.

I certify that this project embodies the original and authentic work done by her under

my supervision and is worthy of examination.

I wish her all success for her future endeavor.

Mr. MANISH R KHILLARE

Dy. PERSONNEL MANAGER


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UNIVERSITY STUDY CENTRE CERTIFICATION

This is to certify that the project report entitled

RECRUITMENT AND SELECTION PROCESS OFHAL

submitted in partial fulfillment of the requirements for the

degree of Master of Business Administration of Sikkim -

Manipal University of Health, Medical & Technological

Sciences. Poulami Sarkarhas worked under my supervision

and guidance and that no part of this project report has been

submitted for any award of any other degree, Diploma,Fellowships, or any other similar titles and that work has been

published in any journal or magazine.

Reg. No. 511010259 Certified

Place: BangaloreMr. Raj Kumar Singh

Date: 01/12/2011 Systems Domain Pvt. Ltd.


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Examiners Certification

The project report of Miss Poulami Sarkar entitled

RECRUITMENT AND SELECTION PROCESS OF HAL

is approved and is acceptable in quality and form.

Internal Examiner External Examiner

Name: Name:


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SYNOPSIS

OF

THE

PROJECT


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TABLE OF CONTENTS

I. INTRODUCTION.

II. MEANING AND PURPOSE OFRECRUITMENT.

III. RELEVANT AND OBJECTIVE OF THESTUDY.

IV. DATA SOURCE AND METHODOLOGY.

HUMAN RESOURCE MANAGEMENT


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Concept-

Human resources management is a management function that helps managers torecruit, select, train, and develop members for an organization. Obviously HRM isconcern with the peoples dimension in the organization.

Organization is not mere bricks mortar, machinery or inventories. They arepeople who staff and manage organization.

HRM involve the application of management function and principle. Thefunction and principle applied to acquisition, development, maintenance andremuneration of employee in organization.

Decision relating to employee must be integrated. Decision on differentaspects of employee must be consistent with other HR decision.

HRM functions are not confined to business establishment only. They areapplicable to non-business organization too, such as education, health care,re-creation and the like.

DEFINITION-

HRM is concern with the people dimension in management. Since everyorganization is made up of people acquiring their services, developing their skills,motivating them to higher level of performance and ensuring that they continue tomaintain their commitment to the organization are essential to achieving


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organizational objectives. This is true regarding of the type of organization govt.business, education, health, recreation or social.

In other way HRM is the planning, organizing directing and controlling of theprocurement development compensation integration maintenance and separation ofhuman resources to the end that individual organizational and social objectives areaccomplished.

Thus HRM refers to a set of programmed function and activities maximize bothemployee as well as organizational effectiveness.

NATURE OF HRM-

The nature of HRM has been highlighted in its following features.

Integrated part of management- HRM is inherent in the process ofmanagement. This function is performed by all the managers throughout theorganization rather than by the HR department only. If a manager is to getthe best of his people he must understand the basic responsibility ofselecting people who will work under him.

Pervasive function- HRM is a pervasive function of management. It isperformed by all managers at various levels in the organization

Basic to all function areas-HRM permeates all the function areas ofmanagement such as production management, functional management.

People centered- HRM is people centered and is relevant in all types oforganization. It is concerned with all categories of personnel from top to

bottom of the organization.

Continuous process-HRM is not a one shot function. It must be performedcontinuously if the organizational objectives are to be achieved smoothly.


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Based on human relation- HRM is concerned with the motivationof human resources in the organization.

Thus HRM refers to a set of programmed functions and activities designed andcarried out in order to organizational effectiveness.

SCOPE OF HRM-

The scope of HRM is indeed vast. They are enumerated below.

1. Human resource planning i.e. determining the number and kinds of personnelrequired to fill various positions in the organization.

2. Recruitment- selection and placement of personnel i.e. employment function.

3. Training and development of employee for their efficient performance andgrowth.

4. Performance Appraisal of employees and taking corrective steps to improve theperformance.

5. Motivation of working by providing financial incentives and avenues ofpromotion.

6. Remuneration of employee i.e. giving them sufficient wages and fringe benefitsto achieve higher standard of living

GROWTH AND DEVELOPMENT OF HRM IN INDIA-

As a part of introduction to the subject it is useful to study the evaluation ofHRM. HRM a relatively new term emerged during the 1970s. Many people


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continue to refer to the discipline by its older, more traditional titles, such aspersonnel management and personnel administration.

The trend is changing. The term now days used in industry circle isHRM. Coming to the growth and development of HRM as a subject it may bestated that concern for the welfare of workers in the management of businessenterprises has been in existence since ages. Kautilyas Arthasastra stated thatthere existed a sound base for systematic management of resources during asearly as the 4th century B.C. The govt. took an active interest in the operation of

public and private sector enterprises and provided systematic procedures forregulating employer employee relationships.

In course of time two professional bodies, the Indian Institute ofpersonnel management (IIPM) and the National Institute of Labor management(NILM) were set up.

The aftermath of the Second World War and the countrys politicalindependence witnessed increased awareness and expectations of workers.During the 1960s the personnel function began to expand beyond the welfareaspect industrial relations and personnel administration integrating into theemerging profession called personnel management (PM).

In the 1990s, the emphasis shifted to human values and productivitythrough people. Reselecting this trend, the American society for personnelAdministration for human resource management (SHRM) thus beginning in the1920s the subject of HRM has growth into a matured profession.

THE TEN C MODEL OF HRM

The field of HRM has been evolving ever since it came into existence in 1970s.HRM expects have proposed many7 models to interpret explain and alsoadvocate HR polices and practices in true with specific ideology and

philosophy. Among this new generation of models, ten C model of HRM isregarded as all encompassing and a pragmatic model. Alan price is the architect


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of this model, who presented it in his book titled human resource Managementin a business context published in 1997.

There are ten essential principles-the-ten Cs- in this model.These are

1) Comprehensiveness: The HRM strategy of an organization must include all theaspects of people management typically starting from recruitment to postseparation programmers.

2) Credibility: The HR practices must build trust between staff and topmanagement and encourage employees, belief in HRM strategies.

3) Communication: The objectives of organization and that of HRM must beunderstood and accepted in organization must encourage openness and be freefrom all barriers.

4) Cost effectiveness: the reward and promotion system must be fair.

5) Creativity: the competitive advantage of the company must stem from itsunique HR strategies

6) Coherence: HRM activities and initiatives must from a meaningful whole.

7) Competence: HRM strategy will be crafted in such a way that organizationbecomes competent to achieve its objectives with the support of individualCompetencies.

8) Control: HRM policies and practices must ensure that performance of HR isconsistent with business objectives.

9) Change: The basic premise of HRM strategy must be that continuousimprovement and development is essential for survival.

10) Commitment: The last C stresses upon that employee are to be motivated toachieve organizational goals.


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Meaning and purpose of recruitment-

Introduction-The human resources are the most important assets of an organization.

The success or failure of an organization is largely dependant on the caliberof the people working their in. Without positive and creative contributionsfrom people, organization cannot progress. In order to achieve the goals or

perform the activity of an organization, therefore we need to recruit peoplewith requisite skills, qualifications and experience. While doing so, we haveto keep the present as well as the future requirements of the organization inmind.

Definition-Recruitment is defined as a process to discover the sources of

manpower to meet the requirement of the staffing schedule and to employeffective measures for attracting that manpower in adequate numbers tofacilitate effective selection of an efficient workforce.

Objectives of Recruitment:1) To attract people with multi-dimensional skills and experiences thatsuits the present and future organizational strategies.

2) To induct outsiders with a new perspective to lead the company.3) To infuse fresh blood at all levels of the organization.4) To search for people whose skills fit the companys value?5) To search for talent globally and not just within the

company.

Constraints and challenges:-In actual practice, it is always not easy to find and select a suitable

candidate for a job opening. Following are the drawbacks

Poor Image If the image of the firm is perceived to be low due to

earning a bad name for environmental pollution , poor quality productetc than the possibility of attracting large number of candidate is less.


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Unattractive job- In case of dull and boring job the no of applicant is

low.

Restrictive policies of govt.- A policy of filling vacancies throughinternal promotions based on seniority, experiences may often comethe way of good recruitment.

RECRUITMENT POLICY

Recruitment policy of any organization is derived from the HR policyof the same organization. In other words former is a part of the latter.

The following factors should be taken into consideration in formulatingrecruitment policy.

a) Govt. policiesb) HR policies of other competing organizations.c) Organizations HR policiesd) Recruitment sources.e) Recruitment needs.f) Recruitment cost.g) Selection criteria and preference.

Sources of Recruitment:

The sources of recruitment are broadly divided into internal sources andexternal sources.Internal sources are the sources within organizational pursuits.External sources are sources outside organizational pursuits.

INTERNAL SOURCES:-

Present permanent Employees: Organizations consider the candidatefrom this source for higher level jobs due to (i) availability of mustsuitable candidates for jobs relatively or equally to the externalsources (ii) to meet the trade union demands (iii) to the policy of theorganization to motivate the present employee.


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Present Temporary or casual demands: Organizational find thissource to till the vacancies relatively at the lower level owing to theavailability of suitable candidates or trade and pressures or in order tomotivate them on the present job.

Retrenched orRetired Employees: Generally a particular organizationretrenches the employee due to lay-off. The organization taken thecandidates for employment from the retrenched employee due toobligation, trade union pressure and the like.

Sometime the organizations prefer to reemploy their retired employees as ataken of their loyalty to the organization or to postpone some inter-personalconflicts for promotion etc.

Dependents of decrease disabled, Retired and presentemployeeSome organizations with a view to developing the commitment andloyalty of not only the employee but also his family members and to

build up image provide employment to the dependent of decreaseddisabled and present employee.

Benefits of internal sources:

i. Internal recruitment can be used as a technique of motivation.ii. Morale of the employees can be improved can be improved.iii. Loyalty, commitment a sense of belongingness and security of

The present employees can be enhanced.

EXTERNAL SOURCES : -

Campus Recruitment: This method involves sending of recruiters tovarious educational institutions like colleges and Universities importingeducation in Engineering & Technology, Agriculture, medicine, Managementstudies etc to get inexperienced candidates of different types and to vocationaltraining institutes.


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Private Employment Agencies / Consultants: These private agencies arebrokers who bring employees and employees tighter. These agencies functioneffectively in the recruitment of executives. Hence they are also calledexecutive search agencies most of the organizations depend on this sourcefor highly specialized positions and executive positions.

Public Employment Exchange: The Govt. set-up public employmentexchange in the country to the candidates and to help the organizations infinding out suitable candidates.

Professional organizations: Professional organizations maintain completeinformation organizations recommend persons of high caliber for managerial,marketing and production engineer poets.

Casual Applicants: Depending upon the image of the organization, itsprompt for jobs through mail or hand over the applications in HR department.

Data Banks: The management can collect the bio-date of the candidate fromdifferent sources like employment. Exchange, educational training instituteetc and feed them in the computer. It will become another source and thecompany can get the particular as and when it needs to recruit.

Similar Organizations: Generally experienced candidates are available inorganizations producing similar business. This would be the most effectivesource for executive positions and for newly established organization.

Trade union: Generally unemployed or employees seeking change inemployment put a word to the trade union leaders with a view to gettingsuitable employment due to latter intimacy with the management.Trade unions provide skilled workers in sufficient number.

Benefits of external sources: External sources provide the requisite type of personnel for an organizations

having skill training and education

Since persons are recruited from a large market, the best selection can bemade.

RECRUITMENT TECHNIQUES:-


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Recruitment techniques are the means by which managementstimulates prospective employees to apply for jobs. Management usesdifferent types of technique to stimulate internal and external candidate.

Technique useful to stimulate internal candidates is:

1. Promotion: Most of the internal candidates would be stimulated to take uphigher responsibility if management gives them the assurance that they will bepromoted to the next higher level.

2. Transfers: Employees will be stimulated to work in the new sections orplaces if management wishes to transfers them to the places of their choice.Techniques useful to stimulate external candidates

1) Recommendations of the present employees:

Management can contact persuade the outsiders to apply for job in theorganization through the recommendations to the candidates by the presentemployees, trade union leader etc.

2) Scouting: Scouting means sending the representatives of the organization tovarious sources of recruitment with a view to persuading or stimulating thecandidate to apply for jobs .The representatives provide information about thecompany and exchange information and ideas and clarify the doubts of thecandidate.

3) Advertising: Advertising is a widely accepted technique of recruitment . Itincludes advertising through different media like newspapers, magazines of allkinds, radio, television etc.

According to advertisement tactics and strategy in personnelrecruitment three points should be taken into consideration.

FRIST- to visualize the type of applicant one is trying torecruit.

SECOND- to write out list of advantages a company offers in other wordswhy the reader should work for the company.

THIRD- to decide where to run the advertisement not only in which area,but in which newspaper having a local, state or nation-wide circulation.

MODERN SOURCES AND TECHNIQUES OF RECRUITMENT:-


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A number of modern recruitment sources and technique are beingused by the corporate sector in addition to traditional sources andtechniques.

They are describe below-

WALK-IN- The busy organization do not find time to perform variousfunctions of recruitment. Therefore they advise the potential candidates toattend for an interview directly and without a prior application on aspecified date, time and a specified place.

CONSULT-IN- The busy and dynamic company encourage the potentialjob seeker to approach them personally and consult them regarding the jobs.The company selects the suitable candidates from among such candidatesthrough the selection process.

HEAD-HUNTING- The Company request the professional organizationsto search for the best candidates particularly for the senior executive

position. The professional organizations search for the most suitablecandidates and advise the company regarding the filling up of the positions

BODY-SHOPPING- Professional organizations and the hi-tech traininginstitutes develop the pool of human resources for the possible employment.The prospective employers contact, these organizations to recruit the

candidates otherwise, the organization themselves approach the prospectiveemployee to place their human resources.

BUSINESS ALLIANCES- Business alliances like acquisitions mergers andtake over help in getting human resources. In addition, the company doesalso have alliances in sharing their human resources on as-hoc basis.

TELE-RECRUITMENT- The technological revolution intelecommunication helped the organizations to use internet as asource of recruitment. Organizations advertise the jobvacancies through the world wide webs (WWW) internet.

RECRUITMENT PROCESS

The recruitment process consists of the following steps-


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1. First step The HR department receives the requisition list of employees from

various department of the company. The requisition form consists of jobs to be

filled number of persons to be employed duties to be performed, skill and

knowledge abilities, qualification and experiences of the candidates etc. It alsocontains terms and conditions of employment time period for joining the duties

etc.

2. Second step- This step relates to identification of sources their locations areas

right time and development of sources.

3. Third step- this step includes searching for prospective candidates in the

sources developed.

4. Fourth step: This step involves motivating the prospective candidates to apply

for the job by providing the information about the company, job, pay scale,

allowances, career opportunities, terms and conditions of employment etc.

5. Fifth step- This step involves stimulating the prospective and suitable

candidates to apply for the job by proving additional information to the

candidates and procuring application from the candidates.

6. Sixth step- This step involve evaluating the effectiveness of the recruitment

process.

CONTENTS

Chapter-1

- Introduction- Importance of the study


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- Objective of the study- Scope of the study- Methodology- Limitation

Chapter 2

- Company Profile- HR attitude

Chapter-3

- About framework- Recruitment and Selection Process

Chapter-4

- Recruitment and Selection Process of HAL- Recruitment Policies- Methods of Recruitment

CHAPTER-5

- Data Analysis

- Finding

CHAPTER-6

- Conclusion

- Summary- Bibliography

- Appendix

CHAPTER-1

HUMAN RESOURCE MAGAGEMENT AN OVERVIEW


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As we are moving towards the 21st century, the world is becoming global

market place for all the companies. The post liberalization, economic scenario has

brought now challenges of corporate restructuring for the Indian companies. Theimpact of these changes is experienced by all sectors of the industries and across

the countries. Thus the management industries have started taking half steps to

combat the present recession in techno soft cut down on staff in the voluntary

retirement scheme (VRS), managing with meager staff or contract based human

resource, diversification, technological reformation and the most significant to

develop an image of made in India through quality revolution. All such major

change initiative generally implemented in the companies does not take into

account the people factor and Indian value and belief system. This present

industrial scenario has caused a feeling of insecurity in the mind of human resource

working here. People are over burdened and work under tremendous tension trying

to meet the needs of highly competitive work environment and work pressure like

translating new designs in strength into finished defect free products, slash delivery

times without compromising on costs, speed or product standards which the

customer wants etc. thus adversely affecting the mental and physical health of the

most important effect of an organization ie. Human Resource. One of the tools

suggested in the paper for regular exercise, which can help to relive the tension and

thus aid in mental relaxation, and lead to dull utilization of each individuals

capacity along with physical fitness. Also human resource development grid model

has been selected to emphasize the effect of concern for mental and physical healthof people and concern for task in any organization to achieve total quality much

required for work class competitiveness.


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INTRODUCTION

Human Resource Management relate to the function of managing people from

lower level to upper level of the organization and embraces policy determination as

well as implementation of policies by the personnel at lower levels. Since every

organization is made up of people, acquiring their services, developing their skills,

motivating them to higher levels of performance and ensuring that they continue to

maintain their commitment to the organization are essential to achieving

organizational objectives.

Those organizations that are able to acquire, develop, stimulate and keep

outstanding workers will be both effective and efficient. Those organizations that

are ineffective or inefficient risk the hazards of stagnating or going out of business.

Human Resource thus, creates organization and makes them survive and prosper.

Some managers say that people are the most important assets of the organization.

Human assets are virtual never shaver in the balance sheet as distinct category

where a great of money is involved in the recruiting, selecting and training of

people.

Recruitment, selection, promotion comes under the most vital managerial function

staffing. We can say staffing means filling & keeping filled position of the

organization structure. Recruitment, selection, promotion has been regarded as the

most important function of personnel administration as well as for the organization

because unless right people are lined the prospect development of an organization

may hamper.


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Further it is important to keep watching these functions very carefully. Once the

required number & kind of human resources are determined, the management has

to find the places where required human resource will be available & also find the

means of attracting them towards the organization before selecting suitablecandidate from outside organization.

Some people use the term recruitment for employment. Recruitment is only one

step in the entire employment process.

Similarly for selecting people choosing from among the candidate the one that best

meet the position required in promotion has a greater responsibility and requires

more advanced skill. It usually involves higher status and increase in pay.

NEED FOR THE PROJECT STUDY:-

The basis for conducting the project work is to fulfill the partial requirement

to set a degree in the course of management business administration during the

fourth semester; all the students are required to their study/specialization. This

study on report carries some weight age/marks.

Partial experience or research work is as significant as the theoretical study and it

plays a major role in condole the knowledge of students. Practical study also serves

as aground for enhancing the performance of the trainees. The present study in an

industrial setup is meant exclusively to have in-depth knowledge of the current

practices in an organization.

Practical exposure is possible through discussion and interaction with the

personnel at various levels of organization. Opinion survey and data collection

from both executives and non executives helps in analyzing the current picture

prevailing in the organization and suggestions can also be made in order to make

the system more effective.


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IMPORTANCE OF THE STUDY

Recruitment represents the first contact that a company makes with potential

employees .It is through recruitment that many individuals will come to know

about a company and eventually decide weather they wish to work for it.

A well-planned and well-managed recruiting effort will result in high quality

applications where as a haphazard and peaceful effort will result in mediocre ones.

OBJECTIVE OF STUDY

To know about recruitment structure its objectives and policies.

To know on which all courses the organization depends to

attract people.

To know the growth rate after recruiting fresh blood in eachlevel of organization.

To know and study about the process of selection.

To know up to which extent the company utilizes its manpower

skill, knowledge at different level of hierarchy.

To know the process of promotion.

To know on what basis the promotion is made.

To measure how efficient the managers are performing in this

area.


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SCOPE OF THE STUDY

The scope of Personal Administration is very vast; it is very

difficult to study every aspect of the study. Keeping in view availability

of resources and time factor stress is given only to practices of the

company in handling personnel problems and their redresses.

The scope of the study is confined to Hindustan AeronauticsLimited, Engine Division, Koraput, at Sunabeda. The data have been

collected and studied in the following areas: -

Organizational Profile

Structure and Function of Personal Department

Employment Administration

Salary and wage administration

Tanning and development

Industrial relation

Labor welfare administration


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METHODOLOGY

For investigating and acquiring scientific knowledge about any problem,

situation or subject a researcher has to make out the methodology of study which

refers ton the body of methods or techniques used in conducting the study. By

methodology only we can be able to catch or able to get the actual problems or fact

or any types of misappropriation and mispresentation etc. Because methodology

proceed in a sequence or step by step

To make the present study more scientific, the following methodology has beenadopted.

DATA COLLECTION

The relevant data regarding the field of study were collected by the following

sources

.1. Primary Sources

2. Secondary Sources

(1) Primary Sources:

Management Representatives

Union Representatives

Workers

(2) Secondary Sources:

Personnel Bulletins

Personnel Policy Books

Records, Documents and files.

Standing Orders.


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LIMITATIONS OF THE STUDY

While conducting the research, there are a number of difficulties/hindrances that a

researcher has to face, and so this present study has also got some limitations.

These are listed as below:

1. It is thought to get all the relevant facts from the personal concerned, due totheir business, which automatically drops up.

2. Hindustan Aeronautics limited, being a defense production unit under

MINISTRY OF DEFENCE, most of the data are kept spare much of their

time.

3. The main problem was that most of the executives as well as workers were

busy with their normal works, so they could not spare much of their time.

4. The company being a big concern and has huge records and data, it was verydifficult to go through all the cases and study them in full details.

.


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CHAPTER-2

HINDUSTAN AERONAUTICS LIMITED

INTRODUCTION

Hindustan Aeronautics Limited was formed on 1st October 1964 by the

merger of the Hindustan Aircraft Limited and Aeronautics India

Limited.

Late Shri WALCHAND HIRACHAND set up Hindustan Aircraft

Limited at Bangalore in Karnataka in December 1940, in associationwith the Government of Mysore, as a Private Limited Company. In June

1942, Government of India purchased the interests of the company and

took over its management. The HARLOW TRAINER AND CURTISS

HAWK FIGHTER AIRCRAFT LIMITED and they were successfully

flown in 1942.

In 1948, with the impetus given by the Prime Minister of

India, Late Jawaharlal Nehru, the policy for manufacture as well

as design and development of Aircraft was taken over by the

Government of India. In August 1962, Government of India

entered into a collaboration agreement with the Soviet Union for


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the manufacturing of MIG-21 FL Aircraft including its engine and

avionics. Hindustan Aeronautics Limited was formed to under

take the manufacture and overhaul of the

Airframes/assembly of Aircrafts, Koraput in Orissa for the

manufacturing and overhaul of Aero engines and at

Hyderabad in Andhra Pradesh for the avionics for the MIG

Aircraft.

Hindustan Aircraft Limited and Aeronautics India Limited were merged

in October 1964 to form the present Hindustan Aeronautics Limited. In

July 1970, a Helicopter Division was established as a part of

BANGALORE Complex for the manufacture of CHETAK and

CHEETAH Helicopters under license from FRANCE.

An agreement was signed in August, 1962 with the Soviet Union for

manufacture of MiG-21 E7FL Air craft under license the Aero engine

Factory at Koraput (ORISSA), the Air frame Factory at Nasik

(Maharastra), and the Avionics Factory at Hyderabad (Andhra Pradesh)

have been set up to meet this requirement on the name of Aeronautics

India Limited which was formed on April 1964 and new company underthree name of Hindustan Aeronautics Limited was formed.

The government sanction for the first phase of construct of the Aero

engine factory at Sunabeda (Koraput) was accorded March 1964 and the

factory started manufacture of R11F2-Series-III engines for fitment on

MIG-21FL Aircraft from 1969 onwards. The first engines of imported


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category manufactured in December 1968 and various categories of

engines were produced during the subsequent years. The first raw

material engine was produced in February 1971.

The production programmes for the factory also include

manufacture of forging and casting required for MiG-Aircraft.

To meet the Air force requirement for improved fight interceptor

aircraft, an agreement was signed with USSR in August1976 for

manufacturing MiG-21BIS Aircraft. The power plant of this aircraft is

the R25 turbojet engine. The government approval for setting up capitalfacilities was accorded in October 1977. The first engine of imported

category delivered to HAL Nasik Division in the year 1978-79.The FI

raw material engine was delivered during January1983.

With signing of the inter governmental agreement for manufacture

of MiG 27M Aircraft on 19th March 1982, this Division would be

involved in the manufacture of R-29B series of engine from the year

1984-85

In order to attain self-sufficiency and to avoid difficulties

regarding supply of Raw Material & other layout items from USSR, it

was decided to provide indigenous supply of spares manufacturing for

Overhaul/maintenance of the fleet.The Government approval for undertaking the tax received during 1977-

78 and the indigenization plan was formed to tackle.

ARS and first moving spares.

Metallic material.

Non-metallic material.


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Ready-made articles.

The activities towards these are being progressed as per approved time

frame.

HISTORY GROWTH AND OBJECTIVES OF

THE EARLY YEARS

The origins of the present day Hindustan Aeronautics Limited can be

traced to the erstwhile Hindustan Aeronautics Limited, which was set up

in December 1940 by a foreign industrialist the late Seth Walchand

Hirachand in association with the government of the princely state of

Mysore. The company was registered on 23rd December 1940 as private

limited company by tie registrar of joint stock companies of MysoreState.

The company commenced its operations with the aim manufacturing the

Harlow Trainer, Curtsies Haw Fighter the Vul Bomber in collaboration

with the Inter Continental Aircraft Company USA. The first flighthanded over to the government of India in August 1941. A ten-seat

glider designed by Dr.V Ghatage was also test flown in August 1941.

Due to the exigencies of the Second World War management of the

company was handed over to USA in September 1942. HAL serves as


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the principal Overhaul base for the So East Asia Command of the allied

forces, Liberator and Mitch Bombers, Dakota and commando transport

Aircraft, PHY Catal Amphibious Aircraft and Piston engines fitted on

this Aircraft.

After the close of Second World War, the management Hindustan

Aircraft limited reverted to the management of India December 1945

and was placed under the administrative control of the Ministry ofIndustry and Supply.

Soon after Independence, the government of India received the

policy for manufacture aircraft. A LIC agreement was entered into in

1947 for the manufacture of archival prentice trainer Aircraft. Shortly

there after October 1948, a project was sanctioned for design of the HT

elementary piston engine trainer aircraft. The fist permit assemble from

kits, was flown on 30th August 1951 and the HT-2 was aware type

certification in January 1953. Dr. V M Ghatage was the chief designer of

the HT-2 and the design team comprised young India engineers, mostly

drawn fresh from the colleges.


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THE FIFTIES

In March 1950, the government entered into license agreement with DeHavilland of UK for the manufacture of Vampire Fighter Aircraft. In

August 1956, a major design and development programme was launched

for HF-24 (Marut) Transonic Jet Fighter was the Bristol Orpheus engine.

Dr. Kurt tank, a renowned German designer responsible for the

Fockewulf-190 fighter of world II fame was appointed as director of

engineering, leading composite design team of German and Indian

engineers. The mass prototype flew on 17th June 1961.

In September 1956, the government entered into license agreements with

Follands and Bristol Aero Engine Company of to undertake manufacture

of Gant aircraft and Orpheus engines.

Another major design and development project sanctioned December

1959was the HJT-16 (Kiran) basis jet trainer aircraft. The chief designer

for the kiran (as also the Pushpak & Krishna was Dr. V M Ghatage.


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THE SIXTIES

Aeronautics India Limited was set up by the government India on

16th August 1963 to under take manufacture of the MiG FL aircraft, for

which the government entered into collaboration agreement with the

government of USSR in August 1962. Factories were set up at Nasik for

manufacture of airframes, at Koraput for manufacture of MIG engines

and Hyderabad for manufacture of the MIG avionics. The first 21Fl

aircraft was produced in July 1966.

Aircraftmanufacturing depot was established at Kanpur January 196 as

an air force unit for manufacturing of Haw Siddley HS-748 twin turbo

prop transport aircraft fitted with Rolls Royce Dart engines.

Hindustan Aircraft Limited was dissolved and its assembly merged with

those of Aeronautics India Limited on 1st October 1964 to form

Hindustan Aeronautics Limited. The Rail Co. factory at Bangalore

continued to be a part of Hindustan Aeronautics Limited until January

1965 when it was separated from HAL and merged with Bharat Earth

Movers Limited


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SEVENTIES

On the recommendations of Aeronautics Committee, (1969) separatedivision for manufacture of Alouette III (Chetak) lama (Cheetah)

helicopter was set up at Bangalore in July 1969. Also on the

recommendations of Aeronautics Committee, Government decided to set

up facilities for manufacturing aircraft instruments and accessories at

Lucknow.

The Avionics Design Bureau was formed in 1971 by merger the special

project Te-M (SPT) established earlier at Bharat Electronics Limited,

with the R&A Department of the Hyderabad Division. A design bureau

was set up at Lucknow in 1973, Design and Development of accessories.

A relatively MiG Project for design and development of Basant

Agriculture Aircraft was undertaken between 1970 and 1974. In April

1979, the Government of India with BAe entered into license agreement

for manufacture of the Jaguar aircraft and with Royce-Turbomeca for

manufacture of the Adour engines fitted the Jaguar aircraft

THE RECENT YEARS

The year 1980-81 was a bad year for the company as there was unprecedented prolonged strike

of 77 days of the issue of parity with BHEL. Besides the order book position for division of

Bangalore complex and Kanpur division was very unsatisfactory. In March 1982, an agreement

was signed with USSR authorities license production of the swing-wing MiG 27M aircraft as a

follow on project for the MiG 21 BIS.


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INDIGENOUS NAMES OF HAL PRODUCTS

SL. No. AIRCRAFT ENGINE INDIGENOUS NAME

1 MIG-21FL R11-F2 BADAL

2 MIG-21M/MF R11-F2S/F2SK TRISHUL

3 MIG-21BIS R-25 VIKRAM

4 MIG-23MF R-29 RAKSHAK

5 MIG-23BN R-29B VIJAY

6 MIG-25 R-29B GARUD

7 MIG-27M R-29B BAHADUR

8 MIG-29 RD-33 VAJ

9 GNAT ORPHEUS-701 AJEET

10 HF-24 ORPHEUS-703 MARUT

11 HJT-16 VIPER-11 KIRAN

12 JAGUAR ADOUR MK-803 SHAMSHOR

13 MIRAGE-2000 M-53 VAJRA

14 HS-748 (AVRO) DART-531 CHITRA

15 ALLOUTEE ARTOUSTE-IIIB CHE (HELICOPTER) CHEETAH

16 AN-32 --- SUTLUJ

17 MI-8 --- PRATAP

18 MI --- AKBAR

19 HPT-32 PISTON ENGINE ---


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20 SU-30 AN 31F ---

The following are the products developed and designed by H.A.L.

Sl. No. NAME OF THE AIRCRAFT PURPOSE

01. HT TRAINER

02. PUSPAK TRAINER

03. KRISHAK AIR OBSERVATION POST

04. MARUT (HF 24) GROUND ATTACK

05. MARUT (TRAINER) ADVANCED JET TRAINER

06. KIRAN MAKE-II AND IA AGRICULTURAL

07. BASANT GROUND ATTACK

08. AJEET AB TRAINER

09. HPT-32 TRANSONIC JET TRAINER

10 AJEET TRAI NER ---


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1. BANGALORE COMPLEX

(A) Aircraft Division Manufacturing Jaguar

aircraft(B) Engine Division Manufacturing Jaguar

engines

(C) Helicopter - Manufacturing Helicopter

(D) Forge and Foundry Division - Casting & Forging

(E) Overhaul Division - Overhaul of Jaguar and other

Engines

(F) Space Division - Manufacturing of launching pads

and common satellites.

(G) Servicing Division - For common services to all

Division.

2. MIG COMPLEX

(A) Nasik Division Manufacturing and overhaul of

Airframes.

(B) Koraput Division Manufacturing and Overhaul of

MIG Engines.

3. ACCESSORIES COMPLEX:

(A) Hyderabad Division Manufacturing of electronics and


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Navigational equipments.

(B) Kanpur Division Manufacturing of passenger Aircrafts.

(C) Lucknow Division - Manufacturing of hydraulic pumps&starter generator.

(D) Korwa Division Manufacturingof advanced navigational

equipments.

4. DESIGN COMPLEX:

Bangalore Division Modification of any component or unit of an

Engine.

HEAD OFFICE:

The head office of HAL is located at Bangalore another at New Delhi under the

ministry of Defence.

The recommendation of the review were subsequently approved by the

board of Directors in September 1972 and forwarded Govt. who informed the

Company in May 1973 that they might adopt these objectives. These objectives

remain essential uncharged to date except that they have been amplified in 1983

through the medium of MDs dated 14th

1983 emphasizing the following:

1 That our products are the highest quality and reliability.

2 That our products are fully supported after scale to customer.

3 That capacity utilization is optimized, restoring which is necessary to

diversification and export.

4 Greater trust towards indignations of materials and product to improve self-reliance.


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LOCATION OF THE HAL DIVISION

Now there are seven Divisions of HAL in India.

DIVISION

1. Bangalore Division (Karnataka)

(a) Barakpur Division (West Bengal)It is a branch of Bangalore

Division.

(B) Nasik Division (Maharastra)

2. Koraput Division (Orissa)

3. Hyderabad Division (Andhra Pradesh)

4. Lucknow Division (Uttar Pradesh)

5. Kanpur Division (Uttar Pradesh)6. Korwa Division (Uttar Pradesh)

In August 1982 Govt. approved the proposal for setting up advanced

systems divisions at Korwa. A major milestone 1983 was the formulation ofa design perspective plant that envisages design and development of

portfolio of projects including the basic Turbo Prop Trainer, Advanced Jet

Trainer Hindustan Pressurized Light Transport (30-35seats) light

components Aircraft etc. in the period of 1984-1994.


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CORPORATE OBJECTIVES

The objectives for which the company is established are out in the memorandum of

association of HAL. There are clauses which interlie provide for design,

development, manufacture, repair and overhaul of aircraft, engines related

materials, components and equipment. The objects wide ranging and include

provisions for establishing, maintaining and operating air services and training

institutions for pilot engineers.

Manufacture of Missiles and Weapons, to take or otherwise acquire and hold

shares in other company having objective altogether or in part similar to those of

HAL etc.

In April 1971, the board of directors of HAL appointed committee known as

review committee of HAL to review the functioning of the company and make its

recommendations. Committee formulated a statement of basic objective adoption

by HAL, as detailed below:


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BASIC OBJECTIVES

To serve as an instrument of the national policy to achieve self-reliance in the design, development and production aircraft and

aeronautical equipment to meet the counter changing and growing

needs, with special emphasis on millet requirement.

In fulfillment of this objectives, the company shall regard its

fundamentally responsible for design and development, rely however,

upon such relevant facilities as are available in to national

institutions, but always holding itself basic a responsible for the

growth and furtherance of the counter aeronautics capability.

To so conducts its business economically and efficiently it can

contribute its due share to the national effort achieving a self-reliant

and self-generating economy.

Towards this end, to develop and maintain an organization which will

readily respond to and adopt the changing matrix of soc techno-

economic relationship and where in a climate of grow professional

competence, self-discipline, mutual understand deep commitment and

a sense of belonging will be fostered each employee will beencouraged to grow in accordance with potential for the furtherance

of the organization.


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ORGANISATIONAL CHART OF THE PERSSONNEL DEPARTMENT

ADMINISTRATIVE CHART

GENERAL MANAGER

CHIEF MANAGER P&A

SENIOR MANAGER

MANAGER(P&A) ESTT MANAGER LEGAL

ASST LEGAL OFFICER

SECRTARIAT

OFFICIALLANGUAGECELL

PRINTING PRESS

DEPUTYPERSONNELMANAGER (P&A)(RECRUITMENT)

PERSONNELOFFICER(RECRUITMENT)

CHIEF SUPERVISOR

ASST PERSONNELOFFICERDISCIPLINARY

TRANSPORT

TOWNSHIP

GUESTHOUSE

RUSSIANENCLAVE

PERSONNELOFFICER(POLICY) &STATISTICS

PERSONNELOFFICER(ESTABLEISHMENT)

ASSTPERSONNELOFFICERESTABLISHMENT

CHIEFSUPERVISOR

DESPATCHSECTION

CHIEFSUPERVISOR

CHIEFSUPERVISOR

ASST

SUPERVISOR

MESSENGER

MESSENGER

ASSTSUPERVISOR

INDUSTRIALRELATIONS


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CHAPTER-3

EXCUTIVE DIRECTOR

GENERAL MANAGER

CHIEF MANAGER

SINIOR MANAGER(P&A)

SENIOR MANAGERTRAINING

MANAGER(P&A) ESTT

MANAGER LEGAL

MANAGERTRAINING

ASSTITRAINING

MANAGERINDUSTRIALRELATIONS

INDUSTRIALRELATIONSOFFICER

ASSTINDISTRIALRELATIONSOFFECER

AAOFFICER(HACCS)

ASSTLEGAL OFFICER

PERSONNEL OFFECER(POLICY)&STATISTIC

PERSONNELOFFICER(ESTABLISHMENT)

ASST PERSONNELOFFICER(ESTABLISHMENT)

OFFICALLANGUAGE CELL

PRINTING PRESS

SECRETARIAT

DIPUTY PERSONEL(RECRUTIMENT)

PERSONNELOFFICER

(RECRUTIMENT)

ENGINEERTRANSPOR

MANAGERTOWNSHIP

ASSTPERSONNEL

(DISCIPLLNARY)

AAORUSSIANENCLAVE

AAOGUESTHOUSE


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RECRUITMENT AND SELECTION

THEORITICAL FRAMEWORK

INTRODUCTION

Organization and individual development and progress are simultaneously for their

survival and attainment of mutual goals. So every modern management has to

develop the organization through Human Resource and Development. Recruitment

is the most important system of Human Resource Development. In HRD

recruitment forms the first stage in the process, which continues with selection and

ceases with the placement of candidates. Recruitment is a specialized function and

is one of the fundamental operation functions for Human Resource Management.

Recruitment is a discovering of potential applicants for actual or anticipated

organizational vacancies .It is utilizing a systematic and organized procedure by

which a candidate can be selected for a new job. Every organization needs to have

well new recruitment policies.


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In an organization, man, machine, money & methodology required meeting its

target and amongst all, man is conscious being who subsequently produce their

requirements. The work study dept, when is known as management service

department decides the quantify of products, it will produce per annum and itstudies the requirement of man power in different operations per annum, basing on

the methodology and types of machines available with it, on which the type and

number of personal to be inducted is decided. Thereafter the personal and

administrative department is informed to take necessary action to absorb personal

either from the locality or from the state or national level basing on the profession.

Especially recruitment forms the first stage in the process, which continues with

selection and ceases with the placement of candidates. Recruiting makes possible

to acquire the number and type of people necessary to ensure the continued

operation of the organization. The personal requisitions contains details of persons

to be recruited, the duties to be performed, qualifications required from the

candidates.

RECRUITMENT

Recruitment is a process which generally begins when the personal department

receives the requisitions for recruitment from the management services department

of the company .the personal requisitions contains details about the positions to be

filled, the number of persons to be recruited, the duties to be performed,

qualification required for the candidate, terms &conditions of employment and theline by which the persons should be available for appointment etc.

According to Yodder, "Recruitment is a process to discover the sources of

manpower to meet the requirements of the staffing schedule and to employ

effective manpower in adequate numbers to facilitate effective selection of an

efficient working force.


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According to Flippo," Recruitment is the process of searching for the employees

and encouraging them to apply for jobs in an organization.

Recruitment needs are of three types-Planned, Anticipated and Unexpected.

Planned - Planned needs arise from the changes in organizations and

retirement

Anticipated Anticipated needs refer to those movements in personal, which

an organization can predict by studying trends in the internal and external

environments. .

Unexpected- Resignations, death, accidents illness give rise to personal

unexpected needs.

Objectives of Recruitment:

1) To attract people with multi-dimensional skills and experiencesthat suits the present and future organizational strategies.2) To induct outsiders with a new perspective to lead the company.3) To infuse fresh blood at all levels of the organization.4) To search for people whose skills fit the companys value.5) To search for talent globally and not just within the company.

Constraints and challenges:-In actual practice, it is always not easy to find and select a suitable

candidate for a job opening. Following are the drawbacks

Poor Image If the image of the firm is perceived to be low due toearning a bad name for environmental pollution , poor quality productetc than the possibility of attracting large number of candidate is less.

Unattractive job- In case of dull and boring job the no of applicant is

low.


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Restrictive policies of govt.- A policy of filling vacancies throughinternal promotions based on seniority, experiences may often comethe way of good recruitment.

Sources of Recruitment:

The sources of recruitment are broadly divided into internal sources andexternal sources.Internal sources are the sources within organizational pursuits.External sources are sources outside organizational pursuits.

INTERNAL SOURCES:-

Presentpermanent Employees: Organizations consider the candidatefrom this source for higher level jobs due to (i) availability of mustsuitable candidates for jobs relatively or equally to the externalsources (ii) to meet the trade union demands (iii) to the policy of theorganization to motivate the present employee.

Present Temporary or casual demands: Organizational find thissource to till the vacancies relatively at the lower level owing to theavailability of suitable candidates or trade and pressures or in order to

motivate them on the present job.

Retrenched orRetired Employees: Generally a particular organizationretrenches the employee due to lay-off. The organization taken thecandidates for employment from the retrenched employee due toobligation, trade union pressure and the like.

Sometime the organizations prefer to reemploy their retired employees as ataken of their loyalty to the organization or to postpone some inter-personalconflicts for promotion etc.

Dependents of decrease disabled, Retired and presentemployeeSome organizations with a view to developing the commitment andloyalty of not only the employee but also his family members and to

build up image provide employment to the dependent of decreaseddisabled and present employee.


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Benefits of internal sources:

i. Internal recruitment can be used as a technique of motivation.ii. Morale of the employees can be improved can be improved.iii. Loyalty, commitment a sense of belongingness and security of

The present employees can be enhanced.

EXTERNAL SOURCES : -

Campus Recruitment: This method involves sending of recruiters tovarious educational institutions like colleges and Universities importingeducation in Engineering & Technology, Agriculture, medicine, Managementstudies etc to get inexperienced candidates of different types and to vocational

training institutes.

Private Employment Agencies / Consultants: These private agencies arebrokers who bring employees and employees tighter. These agencies functioneffectively in the recruitment of executives. Hence they are also calledexecutive search agencies most of the organizations depend on this sourcefor highly specialized positions and executive positions.

Public Employment Exchange: The Govt. set-up public employmentexchange in the country to the candidates and to help the organizations infinding out suitable candidates.

Professional organizations: Professional organizations maintain completeinformation organizations recommend persons of high caliber for managerial,marketing and production engineer poets.

Casual Applicants: Depending upon the image of the organization, its

prompt for jobs through mail or hand over the applications in HR department.

Data Banks: The management can collect the bio-date of the candidate fromdifferent sources like employment. Exchange, educational training instituteetc and feed them in the computer. It will become another source and thecompany can get the particular as and when it needs to recruit.

Similar Organizations: Generally experienced candidates are available in

organizations producing similar business. This would be the most effectivesource for executive positions and for newly established organization.


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Trade union: Generally unemployed or employees seeking change inemployment put a word to the trade union leaders with a view to gettingsuitable employment due to latter intimacy with the management. Tradeunions provide skilled workers in sufficient number.

Benefits of external sources: External sources provide the requisite type of personnel for an organizations

having skill training and education

Since persons are recruited from a large market, the best selection can bemade.

RECRUITMENT TECHNIQUES:-

Recruitment techniques are the means by which managementstimulates prospective employees to apply for jobs. Management usesdifferent types of technique to stimulate internal and external candidate.

Technique useful to stimulate internal candidates is:

1.Promotion: Most of the internal candidates would be stimulated to take uphigher responsibility if management gives them the assurance that they will be

promoted to the next higher level.

2.Transfers: Employees will be stimulated to work in the new sections orplaces if management wishes to transfers them to the places of their choice.Techniques useful to stimulate external candidates

i) Recommendations of the present employees:Management can contact persuade the outsiders to apply for job in theorganization through the recommendations to the candidates by the presentemployees, trade union leader etc.

ii)Scouting: Scouting means sending the representatives of the organization tovarious sources of recruitment with a view to persuading or stimulating thecandidate to apply for jobs .The representatives provide information about thecompany and exchange information and ideas and clarify the doubts of thecandidate.

iii)Advertising: Advertising is a widely accepted technique of recruitment . Itincludes advertising through different media like newspapers, magazines of allkinds, radio, television etc.


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According to advertisement tactics and strategy in personnelrecruitment three points should be taken into consideration.FRIST- to visualize the type of applicant one is trying to recruit.

SECOND- to write out list of advantages a company offers in other wordswhy the reader should work for the company.

THIRD- to decide where to run the advertisement not only in which area,but in which newspaper having a local, state or nation-wide circulation.

MODERN SOURCES AND TECHNIQUES OF RECRUITMENT:-A number of modern recruitment sources and technique are being

used by the corporate sector in addition to traditional sources andtechniques.

They are describe below-

WALK-IN- The busy organization do not find time to perform variousfunctions of recruitment. Therefore they advise the potential candidates toattend for an interview directly and without a prior application on aspecified date, time and a specified place.

CONSULT-IN- The busy and dynamic company encourage the potential

job seeker to approach them personally and consult them regarding the jobs.The company selects the suitable candidates from among such candidatesthrough the selection process.

HEAD-HUNTING- The Company request the professional organizationsto search for the best candidates particularly for the senior executive

position. The professional organizations search for the most suitablecandidates and advise the company regarding the filling up of the positions

BODY-SHOPPING- Professional organizations and the hi-tech traininginstitutes develop the pool of human resources for the possible employment.The prospective employers contact, these organizations to recruit thecandidates otherwise, the organization themselves approach the prospectiveemployee to place their human resources.

BUSINESS ALLIANCES- Business alliances like acquisitions mergers andtake over help in getting human resources. In addition, the company doesalso have alliances in sharing their human resources on as-hoc basis


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TELE-RECRUITMENT- The technological revolution intelecommunication helped the organizations to use internet as a source ofrecruitment. Organizations advertise the job vacancies through the worldwide webs (WWW) internet.

RECRUITMENT PROCESS

The recruitment process consists of the following steps-

First step The HR department receives the requisition list of employees from

various department of the company. The requisition form consists of jobs to be

filled number of persons to be employed duties to be performed, skill and

knowledge abilities, qualification and experiences of the candidates etc. It also

contains terms and conditions of employment time period for joining the duties etc.

Second step- This step relates to identification of sources their locations areas

right time and development of sources.

Third step- this step includes searching for prospective candidates in the sources

developed.

Fourth step: This step involves motivating the prospective candidates to apply for

the job by providing the information about the company, job, pay scale,

allowances, career opportunities, terms and conditions of employment etc.


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Fifth step- This step involves stimulating the prospective and suitable candidates

to apply for the job by proving additional information to the candidates and

procuring application from the candidates.

Sixth step- This step involve evaluating the effectiveness of the recruitment

process.

Thus, the above definitions revels that Recruitment is a complex job

because too many factors effect it e.g. image of the organization, nature of jobs

offered, organizational policies, working conditions and compensation levels in the

organizations, rate of growth of the organization, past recruitment record,

employment conditions in the community, trade union attitudes, labor laws, culture

and environment (e.g. sons of the soil), government policies (e.g. reservations of

SC, ST/OBC). Most of these factors serve as constraints restricting the freedom ofmanagement in recruitment.

Thus, keeping in view various types of functions Hindustan Aeronautics Limited

has perfectly designed the Recruitment and Promotion (R&P) rules


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CHAPTER-4

-Recruitment and Selection Process of HAL

-Recruitment Policies

-Methods of Recruitment

RECRUITMENT AND PROMOTION RULES OF HINDUSTAN

AERONAUTICS LIMITED

The recruitment and promotion rules came into force with effect from

Nov.1967.These has been amended from time to time .The major provisions of

these rules that apply to all employees of HINDUSTAN AERONAUTICS

LIMITED other personal or deputation or contract are given below.

CLASSIFICATION

Senior Executives: Officers in Grade-V and above.

Executives: Officers in Grade-III and IV.

Junior Executives: Officers in Grade-I and II

Adapting one or more of the following measures makes recruitment in the

company.


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Advertisement in the press (newspapers)

Notifications to the employment exchanges/directorate General of resettlement,new Delhi / Rajya Sainik Board / Special employment Exchange for physically

handicapped / District Magistrate in the concerned state/department of social

welfare of all state government/Recognized represented association of SC/ST,

Secretariat of parliamentary committee on the welfare of SC/ST, Commissioner for

SC/ST, selected All India Radio stations of Doordarshan Kendras.

Appointment by deputation or contract.

Absorption of trainees under the various training scheme of the company.

Appointment of the compassionate grounds and of dependents of expropriated

landowners.

Appointment of talented Indians staying aboard.

Campus Recruitment

Appointment under sports quota.

DEFINATIONS:

In the recruitment and promotion rules: -

"Company" means Hindustan Aeronautics Limited whenever situated and includes

all factories, divisions, corporate office and administrative office.


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"Appointing authority" means the President of India, the Board of Directors, the

Chairman, The Managing Directors, the Whole Time Directors, the Group

Executives, the General Manager of the Division or any other officer of thecompany to whom the powers in this regard have been specially delegated.

"Employee" means any person employed in the company other than person or

deputation or contract.

Trainee means a learner recruited under any of the Training Schemes of the

company and who is engaged in learning and is governed by the terms and

conditions laid down in the bond /agreement executed by him with the company

excluding Apprentice under the act.

The process of recruitment in the Hindustan Aeronautics Limited starts with the

Personnel Department by giving advertisements in various ways, preferably

1. Employment Exchange

2. Newspaper

3. Internet

The Application fee for direct recruitment of officers cadre is Rs 200/- to various

posts. SC /ST/PHD and internal candidate will continue to be fully exempted of

application fee.


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STEPS ON RECRUITMENT PROCESS

The Recruitment process consists of the following steps: -

Recruitment process generally begins when the personal department receives

requisitions for recruitment from any department of the company. The personal

requisitions contain details about the position to be filled, the number of persons to

be recruited, the duties to be performed, qualifications required from the candidate,

terms and conditions of employment and the time by which the persons should be

available for appointment etc.

Locating and developing the sources of required number and type

of employees.

Identifying the prospective employees with required

characteristics.

Communicating the information about the organization, the job

and the terms and conditions of service.

Encouraging the identified candidates to apply for jobs in the

organization.

Evaluating the effectiveness of recruitment process.


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Specimen copy of recruitment process is given below.

HumanResourcePlanning

RecruitingRequiredPersonnel

SelectingQualifiedPersonnel

Placing SelectedPersonnel on jobsource Planning

Finding anddevelopingSource of

potentialemployees

Search for prospective employees(a) Developing techniques(b) Attracting candidates

EvaluatingeffectivenessOf recruiting

InternalSources

Personnel Research

Job Posting

Experience

Transferring tonew job

Upgrading insame position

Promoting tohigher job

ExternalSources

EmployeeReferrals

Advertising

Scouting

Providinginformation

ClarifyingDoubts


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RECRUITMENT POLICY

This policy specifies the objectives of recruitment and provides a framework of

implementation of these recruitment programmes in the form of procedures. It mayinvolve the commitment to principles such as enriching the organizations human

resources by filling vacancies with the best qualifies people, attitudes towards

recruiting the handicaps, minority groups, women friends and relatives of present

employees, promotions from within. It may also involve the organization system to

be developed for implementing recruitment programme and procedures to be

developed.

General Principles of recruitment policy:

1 To find and employ the best qualified persons for each job.

2 To retain the most promising of those fired.

3 To offer promising opportunities for life time working careers.

4 To provide facilities and opportunities for personnel growth on

the job.

5 To provide facilities and opportunities for personnel growth on

the job.


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According to Yoder, recruitment policy is concerned with quantity and

qualifications (viz., and Q1 and Q2) of manpower. It establishes broad guidelines

for staffing process; generally, the following factors are involved in a recruitmentpolicy.

To carefully observe the letter and spirit of relevant public policy on

hiring and on the whole employment relationship.

To provide industrial employees with the maximum of employment

security, avoiding frequent lay off or lost time.

To provide each employee with an open road and encouragement in

the continuing development of his talents and skills.

To assure each employee of the organization interest in his personnel

goals and employment objectives.

To assure each employee of fairness in all employment relationship

including promotion and transfers.

To avoid cliques this may develop when several members of the same

household or the community are employed in the organization.

To provide employment in jobs which are engineered to meet the

qualifications of handicapped workers and minority sections

To encourage one or more strong effective, responsible trade unions

among the employees.


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PRE REQUISITES OF A GOOD RECRUITMENT POLICY

There are several pre requisites of a good recruitment policy. It should

1 Abide by the relevant public policy and legislation on hiring and

on the whole employment relationship.

2 Provide employees with job security and continuous employment.3 Integrate organizational needs and employee needs;

4 Provide each employee with freedom and opportunity to utilize

and develop knowledge and skills to the maximum possible

extent.

5 Treat all employees fairly and equitably in all employment

relationship.

6 Provide suitable jobs and protection to handicapped, women and

minority sections and

7 Encourage responsible trade unions.

8 Be flexible enough to meet the changing needs of the

organization.


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RECRUITMENT ORGANIZATION

Recruitment practices differ from one organization to another. The organization

HINDUSTAN AERONAUTICS LIMITED uses the centralized recruitment in

the officers cadre.

Centralized recruitment offers the following advantages:

1 It ensures uniformity in recruitment and selection of all types of

employees.2 It relives the line executives of the recruitment problem there by enabling

them to Concentrate on their operational activities.

3 It tens to reduce favoritism in recruitment and make the recruitment

process more Scientific.

4 It facilitates interchangeability of staff between different units/zones.

Centralized recruitment suffers from the following disadvantages.

1 There is delay in recruitment as operating units cannot recruit staff as and

when required.

2 The central office may not be fully familiar with the job requirements of

different units and the most suitable sources for the require staff.

3 Requirement is not flexible because operating units lose control over the

recruitment process.


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SOURCES OF RECRUITMENT

There are two sources of recruitment

1 Internal Sources

2 External Sources

INTERNAL SOURCES

Internal sources of two types:

Transfer

Promotion

Internal sources consist of the following.

1. Present employees: - Present, temporary and casual employees already on the

pay of the Organization are a good source. Vacancies may be filled up from

such employees through transfers, upgrading and even demotion.

2. Retired and retrenched employees who want to return to the company may be

rehired.

3. Dependent and relatives of deceased and disabled employees.

The internal sources have the following merits: -

1. Morale and motivation of employees improve when they would be

Preferred in filling up vacancies at higher level. A sense of security is Created

among employees.


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2. Suitability of existing employees can be judged better as a record of there

and performance is already available in the Organization. Chances of

proper selection are higher.

3. It promotes loyalty and commitment among employees due to sense of job

security and opportunity for advancement stability of employment is improved.

4. Present employees are already familiar with the organization and its

Time and cost or orientation and training are low.

5. The time and expenditure of recruitment are reduced, as is little need for

advertising vacancies, or arranging rigorous tests and interview.

6. Relation with trade unions remains good because unions

prefer internal

recruitment particularly through promotions.

7. Filling of higher jobs through promotions within the

organization helps to

Retain talented and ambitious employees. Labor turn over is reduced.

The internal sources suffer from some demerits also: -

1 It may lead to breeding.

2 It discourages flow of new blood into the organization

.

3 If promotion is based on seniority, really capable persons may be left

out.


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4 The choice selection is restricted. More talented outsiders may not be

employed. Mobility of labors is restricted.

5 Chances of favoritisms are higher and growth of business isrestricted by limited talent of insiders.

6 All vacancies cannot be filled up from within the organization.

7 This source of recruitment is not available to a newly established

enterprise.

EXTERNAL SOURCES

External sources are of different types: -

Press Advertisements

Educational Institutions

Placement Agencies

Employment Exchanges

Labor Contractors Unsolicited Applicants

Recommendations

Recruitment at factory gate


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The external sources constitute the following merits:

1 People having requisite skill, education and training can be obtained.

2 As recruitment is done from a wider market, best selection can be made

Irrespective Of caste, sex or religion.

3 Expertise and experience from other organizations can be brought.

4 It helps to bring new blood, new ideas into the organization.

This source of recruitment never dries up. It is available to even newEnterprises.

6. External sources are best when suitable people from within are not

available and when the organization is diversifying or merging with other

organizations.

An external source however suffers from some demerits: -

1 It is the most expensive and time consuming to recruit the people

from out side detailed screening is necessary as very little is known

about the candidate.

2. The employees being unfamiliar with the organization and training

are necessary.3 If higher levels of jobs are filled from external sources, motivation

and loyalty of existing staff are affected.


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Therefore from the above merits and demerits of internal and external sources in

actual practice becomes desirable to use a mix of both internal and external

sources. Depending on the availability or originality and initiative within the

organization need for new blood, focus on seniority in promotion level ofspecialization required, impact of recruitment on attitude of employees, emphasis

on participation of employees etc.

The alternative sources of recruitment can be evaluated and the most appropriate

sources can be chosen on the basis of following criteria.

Time lag between personnel requisition and placement.

Yield ratio i.e., number of applicants divided by number of persons

selected

Data on labour turnover, grievances and disciplinary actions, for

each source or recruitment.

Employee reactions towards different sources of recruitment.

Correlation between sources or recruitment and bob sources of the

persons selected.

Cost per hire of different sources of recruitment.


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DIRECT RECRUITMENT IN HAL

Direct Recruitment is done through the following process: -

Notification of vacancies to Employment Exchanges / Advertisement in

Press: -

All direct recruitment vacancies in wage group D and below are to be

notified to the local Employment Exchanges. Vacancies of scientific

and Technical nature in group D should be simultaneously notified tocentral employment exchanged also. If the Employment Exchanges are

unable to sponsor suitable candidates within the prescribed time limits,

the Vacancies may be advertised in the press on a local / regional basis.

Where adequate Numbers of suitable candidates are not available against

local / regional advertisement, the vacancies may be advertised on All

India basis.

All Vacancies in Grade-1 and above are to be notified by each Division /

Office to the Other Divisions / Offices, and to the local as well as central

employment exchanges. Simultaneously, with the advertisement in the press on All India basis, subject to the Provisions that, if suitable

candidates are forthcoming from employment exchanges, they are to the

considered.


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A minimum of two weeks notice is to be given to the local Employment

Exchanges and threes weeks notice to the Central Employment

Exchanges for sponsoring suitable candidates.

The procedure will not apply to the recruitment of the recruitment of

Management Trainees, Campus selections from abroad for appointment

to the executive cadres and For the appointment of dependents of

decreased employees / employees whose Services dare terminated ongrounds of continued ill health, individuals whose hands acquired for the

company and are consequently deprived of their livelihood and

Outstanding sportsman. They may be considered for appointment

without their being. Sponsored by the employment exchanges.


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PROCEDURE FOR FILLING VACANCIES IN WAGE GROUP D4

AND BELOW RESERVED FOR THE PHYSICALLY HANDICAPPED

PERSONNEL

Vacancies notification / advertisement for filling vacancies reserved for the

physically handicapped persons are to be sent to the special Employment

exchanges, vocational rehabilitation centers and all India Federation of the Blind,

for addition to local / regional Employment Exchanges where there are no special

employment exchanges, vacancy notification may be sent to the nearest local

employment exchange, other sources of recruitment should be tapped only after

obtaining a non availability certificate from the special employment exchange as

well as employment exchanges.

PROCEDURE FOR FILLING VACANCIES RESERVED FOR

EX-SERVICEMEN INCLUDING DESABLED EX-SERVICEMEN

AND DEPENDENTS OF THOSE KILLED IN ACTION

All vacancies in GROUP D and below reserved for Ex-servicemen including

disabled. Ex-servicemen and dependents of servicemen killed in action required to

be filled by direct recruitment are to be notified to the Zilla Sainik Board/RajyaSabha resettlement, New Delhi. The Directorate General of Rajya Sainik Board

will re-notify vacancies Reserved for Ex-servicemen / Dependents of servicemen

killed into the appropriate Zila Sainik Board / Rajah Sainik Board should be given

2-3 weeks time for sponsoring suitable

Ex-servicemen as in the case of Employment Exchanges, for filling unreserved

category of posts. If need be, this time limit may be extended unto 3 months.


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While notifying the vacancies it should be mentioned to these agencies that in case

they are unable to sponsor Ex-servicemen within the stipulated period of 3 months

against specific posts notified to them, they should issue a non-availability

certificate without fail.

After receipt of non-availability certificate the reserved posts (s) may be advertised

in the newspapers with copies to Employment Exchanges and other agencies.

NOTE: In order to keep the intake of Ex-servicemen in various grades/groups

Particularly in wage group A to D levels, the following categories of posts may be

Earmarked to be exclusively filled by Ex-servicemen/dependents of ex-

servicemen Killed in action.

Watch and ward guards.

Drivers.

Engine Mechanics.

Aircraft Technicians.

Aerodrome Operators.

Stores Clerk, Asst. Store Keepers etc.


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Similarly posts in Grade I and II in the office cadre in the following discipline

should be filled from amongst ssocs.

Plant maintenance (Electrical and Mechanical)

Works Engineering Department (Civil Engineering)

Manufacturing Shops, Machine Shops and sheet metal, tool

room etc.

Commercial (Stores)

Security and vigilance and fire fighting.


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INTERNAL RECRUITMENT

Internal candidates attending interviews and posts advertised by the company

may be treated as duty on par with candidates called for interview and

vacancies to be filled by internal merit selection /departmental promotion and

paid traveling allowance according to the rules further, where train fare is

reimbursable, surcharge for super fast trains may be reimbursed in addition into

train fare for both onward and return journey.

Only Indian nationals are to be appointed in the company. Theirs should

be clearly stated in all recruitment advertisements. Proposals for

appointment of Non-Indians in the Company should be made to theCorporate Office with full justification for obtaining the prior approval of

the Government.

The following categories of personal are also eligible for being appointed

in the services of the company.

A subject of Nepal/Bhutan


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A Tibetan refugee, who came over to India prior to 1962 with the

intention of Permanently settling in India.

These Personnel are not eligible for postal abroad (either on duty

or on training)

A person of Indian origin who has migrated from

Pakistan/Burma/Srilanka/East African Countries of

Kenya/Uganda/United Republic of Tanzania/ Tanganyika/ Zanzibar with

the intention of permanently settling in India.


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NOTES:

1. The above personnel are to be appointed only subject issue ofcertificates of eligibility in their favour by the corporate office.

Proposals for issue of eligibility should be made after carrying out

verification of character and antecedents through the appropriate

authorities, enclosing a copy of the report obtained in this regarding.

2. Before considering Non-Indians for such should be explored. Effort