resourcing and seperation process

RESOURCING AND SEPARATION PROCESS

AT NORTH DELHI POWER LIMITED

PREPAIRED BY: MANJIT KUMAR TIWARI PGDM (2008‐2010) ROLL NO. 08DM021 UNDER THE GUIDANCE OF:Mr. G.K. Chawla (Sr. Mgr. HR)

Mr. Ashutosh Ghule (Sr. Exe. HR) Ms. Mili Sharma (Exe. HR) Prof. Dr R Mangesh Dash (HR) IMIS Bhubaneswar

[1]

[2]

Chapter

TABLE OF CONTENTS PAGES I. ACKNOWLEDGEMENT 4

II. PREFACE 6

CHAPTER 1 INTRODUCTION 8

1.1.

1.2.

OVERVIEW OF THE INDUSTRY 9

COMPANY P F 12 RO ILE

1.2.1 BACKGROUND 12 1.2.2. VISION, MISSION AND QUALITY POLICY 13 1.2.3 NDPL CORE VALUES 14 1.2.4 ORGANIZATION ENVIRONMENT 15 .2.5 S

.2.5 1 CUSTOMER 16 1 INITIATIVES FOR DEVELOPMENT 17

B1.2.7 USINESS EXCELLENCE INITIATIVES 20

1.3. HUMAN RESOURCE MANAGEMENT STRUCTURE 26

Chap

2.1.

ter 2 LITERATURE REVIEW 28

RECRUITMENT 29 2.1.1. JOB DESCRIPTION 31 2.1.2. JOB SPECIFICATION 31 2.1.3. SOURCES OF RECRUITMENT 33

2.1.4. FACTORS AFFECTING RECRUITMENT 36 2.1.5. RECENT TRENDS IN RECRUITMENT 39 2.1.6. PROCESS OF RECRUITMENT 42

2.2. RSEPA ATION 43

2.3. RESOURCING AND PROCESS IN NDPL 46 2.3.1. ECRUITMENT AND ON‐BOARDING PROCESS 46

S

SEPARATIONR

2.3.2. EPARATION PROCESS 54

3 OBJECTIVE OF THE STUDY 57

Chapter 4 RESEARCH METHODOLOGY 59

[3]

4.1. RESEARCH DESIGN 60

L4.2. SAMP ING 60

p

4.3. DATA COLLECTION 60

r 5 DATA NALYSIS Cha te A 62

ANDIDATES PONSE 5.1. C ’ RES 63

5.2. FEEDBACK FOR ADMINISTRATION DEPARTMENT 70

HR D 5.3. FEEDBACK FOR EPARTMENT 72

5.4. EMPLOYEES’ FEEDBACK 75

5.5. FEEDBACK ON INDUCTION PROGRAM 83

Chapter 6 CHALLENGES IN RECRUITMENT 88

Chapter 7 SUGGESTIONS AND RECOMMENDATIONS 93

Chapter 8 CONCLUSION 97

Chapter 9 G

Chapter 10

BIBLIO RAPHY 99

101 APPENDIX

10.1. SAMPLE QUESTIONNAIRE 1 102

10.2. SAMPLE QUESTIONNAIRE 2 104

[4]

I. ACKNOWLEDGEMENT

[5]

e spared their valuable time and shared

anagerial and Non Managerial staff of NDPL who had given me the

d staff of IMIS, Bhubaneswar for their positive co‐operation,

valuable comments, information and

uggestions for the validation of this research project.

nt an Information Science

hubaneswar, Orissa

Working on the project titled ‘IMS ENABLED RESOURCING AND SEPARATION PROCESS AT

NDPL’ during my summer training gave me subtle experience. The project would not be

complete without the mention of those who hav

their experience in making this project successful.

I would like to express my gratitude and sincere thanks to Mr. G.K Chawla, Sr. Manager, Mr.

Ashutosh Ghule, Sr. Executive and Ms Mili Sharma, Executive, for instilling confidence in me

to carry out this study and extending valuable guidance and encouragement from time to

time, without which it would not have been possible to undertake and complete this project.

I am thankful to all M

valuable information.

I also acknowledge the help and support rendered to me by Prof. Dr. R Mangesh Dash for

excellent facilities and guidance provided to me. It is worthless if I do not pay our sincere

thanks to all faculty members an

kind co‐ordination and support.

I would also like to express my gratitude to my family and friends for their continuous

support and encouragement towards completion of this project. Last but not the least our

sincere thanks go to all those people who gave their

s

Manjit Kumar Tiwari

PGDM (2008‐2010)

Institute of Manageme

B

[6]

II. PREFACE

[7]

or break the fortunes of a business. In today’s highly competitive business environment placing the right people in the

adaptabilit team. The Recruitment & Selection procedure ensures that these criteria are

ddressed.

me ways so as to make resourcing more effective and to

ging and has

set an example by having a steady and confident journey to growth, success and xcellence.

ment process who could

ut the existing shortcomings and potential threats and thereby recommended suggestions.

lighted to receive reader’s comments which maybe valuable lessons for my future studies.

People are a company’s most important assets. They can make

right position is very critical for the success of any organization.

The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person‐to‐job fit that will, contribute significantly towards the Company's effectiveness. It is also becoming increasingly important, as the Company evolves and changes, that new recruits show a willingness to learn, y and ability to work as part of aa

In this project I have studied Recruitment and Selection process of North Delhi Power Limited. Secondly, I have studied the separation process which is a ballot for improvement. I have attempted to provide soreduce the cost of resourcing.

I am privileged to be one of the students who got an opportunity to do my training with North Delhi Power Limited. My involvement in the project has been very challenprovided me a platform to leverage my potential in the most constructive way.

North Delhi Power Limited is one of India's leading companies in power sector offering solutions that encompass every sphere of life. In a short span of time, North Delhi Power Limited has e

The project is presented in recognition to the ever growing power industry. The power industry has witnessed the growth of large number of private player during the last five years. Thus there ever growing importance of service sector in India. There is a need to get quality people in the organization with total quality manageintegrate interpersonal competencies across the entire business.

During the training period I have studied the process of hiring and separating employees in North Delhi Power Limited to find o

This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty. I would be de

Chapter 1 INTRODUCTION

[8]

1.1. OVERVIEW OF THE INDUSTRY

The Indian Power Sector: An Overview

Decades of economic planning in India following independence placed significant emphasis on

the development of the power sector. Electricity generation capacity with utilities in India had

grown from 1713 MW in December 1950 to over 1, 49,391.91 MW by May 2009 (CEA, 2009a).

However, per capita electricity consumption remains much lower than the world average and

even lower than some of the developing Asian economies

Investment in the sector has not been able to improve access and keep pace with the country’s

growing demand for electricity. As on March 2005, the official statistics state that 85% of India’s

587,000 villages have been electrified. However, the recent population census (2001) reveals

that 44.2% of the households do not have access to electricity. Consumers, who are connected

to the grid, also face severe power shortages. The energy shortage was recorded to be 7.4%

(7.1%) in 2004–05 (2003–04). The peak shortage was estimated to be 10.5% (11.2%) in 2004–05

(2003–04). The last decade of the previous century witnessed some of the worst power supply

situations to date. Peaking shortages reached 20.49% in 1992– 93 and energy shortages reached

11.7% in 1996–97 (CEA, 2005a, 2006a). Power shortages are real and are hurting the

competitiveness of the economy. Due to the lack of a reliable grid supply, industrial units are

installing generators. While about 21% of Chinese firms and 17% of Brazilian firms own

electricity generators, 61% of the Indian firms have generators installed to cope with power

shortages. Real cost of power in India is 39% higher than that in the PRC (WB / IFC, 2004).

The Sixteenth Electric Power Survey projects a capacity requirement of about 100,000 MW for

the period 2002–12 (CEA, 2001). Apart from generation capacity addition and associated

network strengthening, additional investment is required to extend the transmission and

distribution network to meet the requirement of the unserved population. A new rural

electrification scheme, Rajiv Gandhi Grameen Vidyutikaran Yojana, was introduced in April 2005.

It aims to electrify all villages and provide access to all households within five years. The Indian

power sector requires an investment of Rs.9000 billion (approximately USD200 billion) at 2002–

03 prices to finance generation, transmission, sub‐transmission, distribution and rural

electrification projects (GOI, 2005a). IEA (2003a) estimates the total investment requirement in

the Indian power sector (for the period 2000–30), including generation, refurbishment,

transmission and distribution, to be USD665 billion. Such requirements reflect the foreseeable

economic growth in the years to come.

[9]

The poor financial status and operational efficiency of SEBs/state utilities is imposing a heavy

burden on the economic resources of the respective state governments. On the financial side,

the lack of expenditure prudence and skewed tariff structure has led to a deterioration of the

financial health of state utilities. The gap between the average cost of supply and average tariff

increased from 50 paise/kWh in 1996–97 to 110 paise/kWh in 2001–02. The number of

subsidized categories, assisted by the growing network and rural electrification drive, increased.

However, an increasing number of consumers, including industrial and commercial consumers

have acquired captive power generation capacities that provide better economy, quality and

reliability. Poor operational and technical efficiency, along with the above factors, has resulted in

ballooning financial losses in the sector. The commercial losses of SEBs (before subsidy) during

2001–02 were estimated to be Rs.331.77 billion as compared to Rs.113.05 billion during 1996–

97. After including the subsidy payable by state governments, the above figures are Rs.248.37

billion and Rs.46.74 billion, respectively.

The average consumer tariff for state utilities during 2004–05 (2003–04) is estimated to be

359.39 paise (361.00 paise). After including electricity departments in the Union Territories, this

is estimated to be 276.54 paise (274.29 paise). The gap between average cost of supply and

average tariff declined from 114.83 paise/kWh in 2000– 01 to 82.85 paise/kWh in 2004–05 (RE)

86.71 (provisional). The loss on the sale of power is expected to remain over Rs. 277.29 billion

(lower than the Rs. 304.27 billion registered in 2001–02).

The transmission and distribution losses remain abysmally high, being over 40% in some states.

A significant proportion of this loss is of a non‐technical nature, primarily due to theft of

electricity. This is further worsened by the poor payment record of customers, a situation which

keeps collection efficiency low in many states. This leads to cash flow problems for utilities

resulting in delayed payments for purchased power, coal, and rail transportation. The SEB dues

reached Rs.25,727 Cr. in Feb. 2001 (GOI, 2001). The Ahluwalia committee recommendations led

to a one‐time settlement of SEB dues through their securitization as state bonds in favor of the

debtors. A tripartite agreement was signed to ensure that such a precarious situation would not

develop in the future. In the case of the failure of a state’s utilities to pay dues, the creditors can

have recourse to the state’s plan allocations and its share of central taxes.

A natural‐monopoly‐public‐utility argument was used to justify government ownership of the

sector, barring some exceptions. The sector retained a legal monopoly status leading to the

development of vertically integrated state electricity boards (SEBs). Historically, however, there

were islands of private licensees in a few urban regions. The lack of competition, accompanied

[10]

by political influence and operational inefficiency, has steered the sector towards the abyss of

financial distress. Persistent political interference, even in the era of ‘independent’ regulation,

has reduced hopes for a speedy recovery. A lack of project management expertise and

accountability has led to inordinate delays in planned investments and has exasperated

misgivings regarding the sector. The task of bridging the capacity shortages through large‐scale

investments cannot be completely entrusted to public planning, which has often slipped over its

targets. Policymakers recognized this in the early 1990s and opened up the sector for greater

private participation. Encouraged by favorable policy developments and the advent of

independent regulation, greater private participation is becoming visible in the sector, though

not to the extent desirable.

The existing ownership structure of the generating capacity is dominated by CPSUs and state

utilities. Only 13.4% of the generating capacity in the country is owned by the private sector.

Nearly all of the inter‐state transmission capacity is owned by the Central Transmission Utility

(CTU), Power Grid Corporation of India Ltd. (PGCIL). All intra‐state transmission capacity is

owned by the respective state transmission utilities. Under a recent initiative, a joint venture

between public (PGCIL) and private (a Tata group company) investor is constructing a

transmission line, which is nearing completion. Other private investors such as Reliance Energy

Ltd. have recently applied to the CERC for transmission licensees. Apart from the privatization of

distribution utilities in Orissa and Delhi, private distribution licensees have been operating for

decades in the urban areas like Mumbai, Kolkata (Calcutta), Surat, Ahmedabad and Noida. A

number of policy developments, as discussed in the next section, in the sector have emphasized

the increasing role for private investors and reforms of the sector to improve its financial

performance.

[11]

1.2. COMPANY PROFILE

1.2.1. BACKGROUND

NDPL was incorporated in July 2002 as a 51:49 Joint Venture between Tata power and

Government of Delhi (GoD). Power sector reforms and later Electricity Act 2003 segregated

generation, transmission and distribution segments of power sector value chain into separate

entities. It helped to address the huge financial losses of State Electricity Boards arising due to

high level of theft, commercial &technical losses called Aggregate Technical & Commercial

(AT&C) losses. In the year 2002, AT&C losses were hovering around 40% pan India and over 50%

in Delhi. The consumer service was miserable with rampant power cuts in the states and the

condition of network was rotten. Delhi became the second state after Orissa to unleash reforms

in the Power Sector, which resulted in unbundling of Delhi Vidyut Board (DVB) into 5 entities; 3

Discoms (NDPL, BRPL & BYPL), GENCO and TRANSCO (DTL). This was institutionalized through a

transfer scheme, which preceded by a Tripartite Agreement (TPA) between employee

representatives, GoD and DVB.

The DERC is a regulating body which looks after the entire power sector of Delhi state. The

selection of private investors in Discoms was on the basis of commitment to reduce AT&C losses.

NDPL has over‐achieved its targets, and over a short span of 7 years brought down the AT&C loss

level from 53% to 15% (Fig. 1.1). NDPL has also improved reliability of network and consumer

services. The remarkable achievements of NDPL are recognised globally as a turnaround story

through numerous awards. It aspires to become the sector benchmark in India. NDPL is one of

the few private sector Discoms in India, in otherwise state‐owned industry (others being

Reliance Infrastructure, RPG, Torrent Power, Crompton Greaves).

Discoms Shareholding (Delhi Govt.‐49%)

Management control

Distribution License for geo‐area of

Delhi

Area (Sq. Km)

Consumers Nos. (lacs)

AT&C Loss% (Target Vs. Actual) Reduction in 7 yrs

A’02 T’07 A’07 T’09 A’09

NDPL Tata

Power‐51% Tata Power

North & North west

510 10.3 53.1 31.1 23.7 20.3 15 38.1

BYPL Reliance

Energy‐51% Reliance Energy

East 690 10 57.2 39.9 39.1 30.5 24 33.2

BRPL South % South

West 160 17 48.1 31.1 29.9 23.4 21 27.1

Fig 1.1: Delhi’s three Discoms (Regulatory Target 2011 for NDPL & BRPL: 17% and BYPL: 22%)

[12]

1.2.2. VISION, MISSION AND QUALITY POLICY

Vision

To be the most trusted and admired provider of reliable & competitive power, and to be the

company of choice for all stakeholders.

Mission

• To deliver Quality and cost effective electricity.

• To ensure excellence in consumer care.

• To create a work environment which encourages safety, team work, learning and

innovation.

• To meet or exceed all stakeholder expectations.

• To enrich quality of life in the society we operate in.

Quality policy

Deliver error free services to our consumers by doing our jobs right, the first time, and every

time.

[13]

[14]

S 1.2.3. NDPL CORE VALUE

NDPL is a value driven organization and these values continue to direct the company’s growth

and business. The five core values are:

1. Integrity

We must conduct our business fairly, with honesty and transparency. Everything we do must

stand the test of public scrutiny.

2. Understanding

We must be caring, respectful, compassionate and humane towards our colleagues and

customers and always work for the benefit of the communities we serve.

3. Excellence

We must constantly strive to achieve the highest possible standards on our day‐to‐day work and

the quality of goods and services we provide.

4. Unity

We must work cohesively with our colleagues across the group and with our customers and

partners to build strong relationships based on tolerance, understanding and mutual co‐

operation.

5. Responsibility

We must continue to be responsible and sensitive to the communities and environments in

which we work, always ensuring that what comes from the people goes back to the people many

times over.

1.2.4. ORGANIZATIONAL ENVIRONMENT

The workforce of NDPL is a mix of employees form Delhi Vidyut Board (DVB) and new employees

after takeover and the overall strength of employees is 3872 on its rolls, out of which 65% are

from DVB. The employees from DVB are governed by the Government FRSR service rules agreed

through a tripartite agreement at the time of takeover. Majority of Executives are from

professional background and most of the Non Executives have basic schooling. NDPL has also

outsourced 340 workers who are engaged in support activities. Some of the works like network

maintenance, consumer documentation, meters installation, call centres etc. are on the contract

basis from specialized agencies.

Segment Sub Segment (Nos.) Professionals

Executives Sr. Mgmt (23) 23

Middle Mgmt (143) 135 Jr. Mgmt (872) 756

Non Executives Supervisor (658) 168 Workmen (2176) 404

Other Staff Manpower Contracts (335) 189

NDPL provides equal opportunity for all the employees and encourages diversity in experience,

skills and background. The staff of erstwhile DVB is represented by Union whose members are

democratically elected and the relations with the Unions have been cordial. The business of

power distribution is classified as hazardous. With electric circuits in the open across the city, a

small mistake of workman, public, consumer, or even animals may lead to an accident. NDPL is

certified for an OHSAS 18001 System which addresses health and safety related requirements at

all work locations. NDPL also provider some key workforce benefits like medical, scholarship,

education sponsorship, car scheme, celebrations, etc.

[15]

1.2.5. CUSTOMER PROFILE

NDPL distributes electricity in North & North West part of Delhi and serves a population of about

4.5 million people spread across 510 sq km. It has a registered consumer base of about 1 million,

a peak load of 1150 MVA and an annual energy consumption of around 6200 MUs. Electricity is

supplied at the consumer metering point through NDPL’s distribution network. It comprises of

58 Grids and 2800 Sub‐stations at different voltage levels of 66kV, 33kV, 11kV, 6.6kV, 440V and

220V depending upon consumer usage requirement. The consumers are classified under four

categories (Industrial, Commercial, Domestic, and Agriculture) on the basis of the usage

requirement. To effectively serve the consumer base, the distribution area of 510 sq kms is

divided into 5 Circles which consists 12 Districts and 46 Zones. There are 12 Consumer Care

Centres (CCC) at District level and 2 Call Centres: one is for ‘No Current’, and another is for

commercial matters such as New Connections, Billing etc. NDPL also supplies electricity to the

street lights and works on the maintenance on the behalf of street lighting agencies.

NDPL has put‐in place a mechanism for logging & tracking consumer complaints which are

continuously evaluated and process improvements are made to keep them current with the

changing needs. Resolution of complaints is carried out through the set process which ensures

that complaints are resolved within the timelines set by Performance Assurance standards for

both operational and commercial complaints. This is monitored through system generated MIS

by dedicated and empowered Performance Assurance Cell. The effective and prompt resolution

of commercial complaints is ensured through Sambandh & Darpan applications which have a

tracking & follow up mechanism to assign responsibility and pre set deadlines to responsibility

centers for completion of the task. The complaints are aggregated and analyzed for identifying

the causes and process improvements are incorporated. Consumer dissatisfaction, segment

wise, is minimized as the consumer is kept informed about the status of the complaint through

the Relationship Gateways. NDPL also has Quick Response Team (QRT) at Call Centre to mitigate

high decibel consumers.

[16]

Strategic Segments High End Consumers (2% consumers contributing 56%

revenue)

G&I (0.6% contributing

3.8% Revenue)

Influencers & Opinion makers (I&OM) (95% contributing 43% Revenue)

Tactical Consumer Segments Xpress KCG HBR (15<kW<100) HBR/HCB HBR/HCB(<15kW) Franchisee/SPD

Consumer segments based on

Consumer Expectations

(most prominent)

Relationship building Power

Availability

Relationship building Power

Availability

Quality of Metering/ Billing

Relationship building

Metering/billing Easy Payment Query Resolution

Less Cost

Organizational requirements

Consumer Retention

Consumer Retention

AT&C loss reduction Strengthening Joint Review Mechanisms

Communication AT&C loss reduction

SafetyAT&C loss Reduction

1.2.1. INITIATIVES FOR DEVELOPMENT

Automation & GIS

NDPL is automating all its 66 kV & 33 kV Grids and in line with the same has already automated

34 grids with a view to operate all equipments from Central command centre. This has expedited

the resolution time for faults. The entire electrical network has been mapped through GIS for

enabling quicker fault location, speedy redressal and the Outage Management System is being

upgraded to be automated on GIS platform.

Complaint Management System

NDPL has a unique SMS based Fault Management System which is supported by GSM. It helps to

ensure that the “No Supply” complaints lodged by a consumer get addressed quickly and

consumer feedback is also taken as part of the process. Each of the 12 districts now has an

online consumer care centre each handled by Customer Care Executives under the supervision

of Customer Relation Officers and Consumer Service Officers.

GSM based Automatic switching Street Lights

To ensure remote operation of street Light for effective energy conservation, NDPL has carried a

pilot project and has installed GSM based Street Lighting switches that control the switching on

& off of the Street Lights. NDPL has also improved the Street Light functionality rate to almost

99% at present from 40% at the time of takeover.

Transparent Sharing of Information ‘SUGAM’

NDPL has uploaded the Billing details of all its consumers on its website www.ndpl.com.

Consumers can view their Bill, know the consumption pattern and can even print Duplicate Bill

from the website only. The bill payment avenues have been increased from 20 in July 2002 to

more than 1100 at present. NDPL consumers can now pay their electricity bills comfortably

through credit cards and can get the receipts instantly for the same. To ensure that the

consumer is provided with a new connection with no hassles, the representative visits the

consumers’ premises and completes all formalities required for provision of a new connection

there itself.

Value Added Services

NDPL has introduced the concept of gifting Energy through energy coupons ’Urja’. To

acknowledge and encourage its regular paying consumers, NDPL has set a consumer scheme [17]

http://www.ndpl.com/

through which discounts are offered to its consumers by various organizations such as TATA

Indicom, Westside etc.

Consumer Relationship Management

NDPL has institutionalized a structured approach towards Consumer Relationship Management

as it organizes regular meetings with consumer representative groups such as RWAs, IWAs etc.

on 1st Saturday of every month in each district. NDPL has introduced Automated Bill Payment

Kiosks, a first in Delhi and NCR region. These unique ATM like kiosks accept both cash and

cheque payment towards electricity bills and even issue a receipt to the consumer. They are

operational 365 days a year from 8 AM‐ 8 PM. NDPL has launched electricity bills in a new

format for its consumers. The electricity bills in the new avtaar‐ Blue and Red colours have a

vibrant look and aim to serve the dual purpose of reinstating NDPL's consumer friendly approach

as well as make a distinction between regular bills with no outstanding; and those which have

accumulated arrears.

The normal electricity bills are in a blue format and those with arrears are in a Red format. In

case of red format bills, warrants along with a disconnection notice will also be attached to it. In

case of extreme defaulters, the statutory disconnection notices will be sent along with it. The

format of the new bill is designed in such a way so as to make it easy‐to‐read with detailed billing

information, break‐up of charges and other useful information.

Corporate Sustainability

NDPL's Energy Club movement through which school children spread the message of energy

conservation has covered almost 15,000 students and a large section of the population has been

sensitized towards this cause which is being primarily driven by school children with

inputs/guidance from NDPL. NDPL has become a signatory to the UN Global Compact Charter

and is now part of an elite group of 1200 organizations world over, committed to uphold the ten

principles in the areas of human rights, labour, environment and anti corruption.

Project Megawatt Smile

'NDPL Project Megawatt Smile' is an endeavour to improve the quality of life of the slum‐

dwellers of North and North‐West Delhi and help them realize their dreams. This project comes

out of our inner consciousness and the conviction that this community needs differentiated

[18]

attention. The program intends achieving twin objectives of ensuring that the social and

behavioural conditions of the dwellers improve considerably and they get legal electricity at

their doorsteps without feeling the need to or being forced to extract electricity illegally.

The idea is to cause all round social, infrastructural, behavioural, intellectual and personal

development across all the 118 JJ Clusters and Slum Dwelling units in North and North West

Delhi being taken into consideration. The uniqueness of the project lies not only in serving the

underprivileged but also sharing and applying best practices in health, education and hygiene.

[19]

1.2.7 BUSINESS EXCELLENCE INITIATIVES

ISO 9001:2000 Quality Management System (QMS) Standard

ISO is the International Organization for Standardization, founded in 1947 and based in Geneva,

Switzerland. ISO is a worldwide federation of national standards bodies comprising 140

members. The object of ISO is to promote the development of standardization and related

activities around the world, in order to facilitate the international exchange of goods and

services, and to develop cooperation in the spheres of intellectual, scientific, technological and

economic activity. The results of ISO technical work are published as International Standards, the

best‐known being the ISO 9000 family of standards.

The Quality Management System Standard i.e. ISO 9001:2000 requires greater emphasis on

customer focus and enhancement of customer satisfaction. It also requires setting measurable

quality objectives and analysis of performance results to assess effectiveness of the quality

management system. The Standard also requires that the sequence and interaction of the

processes needed for the quality management system be determined. This means that the new

Standard promotes the use of the process approach.

The ISO 9000:2000 Family consists of three core documents:

1. ISO 9000:2000 ‐ Terminology Guide

2. ISO 9001:2000 ‐ Requirements Document

3. ISO 9004:2000 ‐ Guidelines on the Elements of Quality Management and a Quality

System (Organizations are audited and certified against this document)

In essence, the ISO 9000 family represents an international consensus on good management

practices, with the goal of ensuring that organizations subscribing to it can deliver product or

services that meet their client's quality requirements. These good practices have been distilled

into a set of standardized requirements for a quality management system, suitable for any kind

of organization (small/large, public/private, for profit/not for profit).

[20]

Model of a Process‐based Quality Management System

ISO 9001:2000 is based on the following eight fundamental quality management principles:

Customer Focus: Organizations depend on their customers and therefore should understand

current and future customer needs, should meet customer requirements and strive to exceed

customer expectations.

Leadership: Leaders establish unity of purpose, direction, and the internal environment of the

organization. They create the environment in which people can become fully involved in

achieving the organization's objectives.

Involvement of People: People at all levels are the essence of an organization and their full

involvement enables their abilities to be used for the organization's benefit.

Process Approach: A desired result is achieved more efficiently when related resources and

activities are managed as a process.

System Approach to Management: Identifying, understanding and managing a system of

interrelated processes for a given objective contributes to the effectiveness and efficiency of the

organization.

Continual Improvement: A permanent objective of the organization is continual improvement.

Factual Approach to Decision Making: Effective decisions are based on the logical or intuitive

analysis of data and information.

Mutually Beneficial Supplier Relationships: The ability of the organization and its suppliers to

create value is enhanced by mutually beneficial relationships.

[21]

ISO 9001:2000 QMS Framework

Customer Requirements

Resource Management6.1 Provision6.2 Human Resources6.3 Facilities6.4 Work Environment

Quality Management System4.1 General Requirements4.2 Documentation Requirements

Product/Service Realization7.1 Plan Process7.2 Get Requirement7.3 Design Service7.4 Purchase Inputs7.5 Provide Service7.6 Check Measuring Devices

Customer Satisfaction

Measurement, Analysis and Improvement

8.1 Plan8.2 Measure8.3 Nonconforming8.4 Analysis8.5 Improve

Management Responsibility5.1 Commitment5.2 Customer Focus5.3 Quality Policy5.4 Planning5.5 Administration5.6 Management Review

ISO 9001:2000 MODEL

Process of QMS starts with the setting of Quality Policy, Goals and Objectives. It continues with

Management Review looking at data from the QMS, and taking actions to make sure that Quality

Goals are met, new Goals are set, and continual improvement is achieved. With the QMS in

place and working for you, the organization is focused towards the Quality Goals. Management

is provided with data on a continual basis and able to see progress or lack of progress towards

goals and take appropriate action. The organized, scheduled process of conducting Management

Review ensures that this evaluation takes place. It provides the mechanism of reviewing goals

and performance against goals on a scheduled basis, and for taking action based on the

evaluation.

Increased productivity results from the initial evaluation and improvement of processes that

occurs during the implementation process and from improved training and qualification of

employees. Better documentation or control of processes leads to consistency in performance,

and less scrap and rework. Managers experience fewer late night troubleshooting calls;

employees have more information for troubleshooting problems on their own.

Customer satisfaction increases are seen as Goals and Objectives take the customer needs into

account. Customer needs are better understood as customer feedback is sought, received and

analyzed. Goals and objectives are adjusted based on the information and the organization

becomes more customers driven. As goals focus on the customer, the organization spends less

[22]

time focusing on individual goals of departments and more time working together to meet

customer needs.

NDPL Initiatives on QMS

• Awareness programme are conducted to Key process Owner, Groups, Departments &

also New Inductees for designing, documenting, Implementing & Maintaining System.

• Identified Process(s) documented & accordingly relevant records maintained.

• Due emphasis has been laid on communication of the IMS (Integrated Management

System Policy) across the organization and to all other stakeholders through Joint

working groups and interactive meetings, the basic tenets of the policy is reinforced

amongst the employees.

• Internal Auditors Training to personnel’s are given to Conduct Internal Audits to see the

effective implementation of documented procedure. NDPL to date has a team of 36

Trained Internal Auditors used on a continual basis for carrying out Audits in different

deptt.

• Periodically Management review is done to discuss the set agenda points as per ISO

9001:2000 standards requirement.

• Periodic Audits are carried out by internal as well as external auditors to know the

effective institutionalization of QMS.

• NDPL got ISO 9001:2000 Certified on 31st March 2005 for all the departments &

functions.

• Documents revised since certification clearly demonstrates the continual Improvement

in the processes for effectively planning, executing IMS audits web based “IMS Audit

Application” launched in Oct. 2005.

• Periodic Surveillance is carried out at regular Intervals on ISO 9001:2000. Trends of

External Audits clearly indicate Improvement in effective institutionalization of the

Standard. The Minor NCs, Observations and OFIs are analyzed and CAPA planned &

deployed for improvements.

ISO 14001:2004 Environmental Management System (EMS) Standard

Being an ISO 14001:2004 certified company, NDPL has established environmental management

system that helps in demonstrating environmental responsibility. NDPL also carries out regular

audits on EMS. NDPL has done extensive Environmental Aspect & Impact assessment and for

Significant Aspect it has either Control defined mechanism which provides for documentation of

[23]

Work Instruction/Operating Guidelines to be followed whenever that Activity is performed or

through “Improvements” for which Objectives have been identified as an area for Improvement

and defined as per a detailed Action Plan which is regularly reviewed to ensure its progress as

per target time. On a regular basis “Environmental Aspect & Impact Assessment” is updated for

its suitability and effectiveness. EHS related Objectives are specifically focused on Energy

Savings, Land utilization & Tree Plantation. Improvement Programmes are also made for

mitigating/eliminating significant Aspects/Hazards

As chosen one of the Objective of Resource conservation NDPL started a pilot project in

Keshavpuram in association with ECO Corporate (a consulting firm) on recycling of Office

generated waste paper. In last 6 months 637.5 kg of waste paper has been recycled and in return

NDPL has got fresh A‐4 size stationary, with the success of pilot project NDPL has extended this

to other locations also in association with NGO “SRUTI” and fresh stationary will be given to poor

children’s School free of cost.

OHSAS 18001:1999 Occupational Health & Safety Management System Standard

It is a part of overall management system for Developing, Implementing, Achieving, Reviewing,

Maintaining OH&S Policy and Managing Risks. OHSAS 18001:1999 is applicable to any

organisation wishes to:

• Establish an OH&S Management System

• Implement, maintain and improve a system

• Assure compliance with policy

• Demonstrate conformance

• Seek Certification

• Self Regulate

Tata Business Excellence Model (TBEM)

The TBEM framework is essentially an enabler that provokes the organization to set in, evaluate,

redefine and integrate its processes so as to achieve the organizational objectives. The stringent

assessment process ensures that the applicant organizations get categorized in score bands as

indicated herein. NDPL has already achieved an ambitious target of achieving the Score band of

450‐550 on debut in the year 2006. In fact NDPL has created history by being the first TATA

Group Company to have surpassed the 500 barrier in TBEM, scoring 516 in its very first attempt.

Now the target is 600+ and creates yet another history. Surely with TBEM NDPL's perseverance

[24]

and dedication as exemplified through previous accomplishments, even this arduous task would

be confidently achieved.

5S

5S is the application of workplace organizational techniques (Sort ‐ Stabilize – Shine ‐ Standardize

‐ Sustain) that set a baseline for the continuous improvement process. Those who claim that 5S

is a tool to "clean‐up" the organisation. The 5S steps teach basic understanding of workplace

ownership and process discipline, but other key lean manufacturing principles such as TPM

(Total Productive Maintenance), KANBAN, JIT (Just in Time) etc. all rely on a foundation of

workplace organization in order to sustain maximum efficiency within the process.

NDPL initiated the "5S" Implementation on pilot basis across all Grids/Sub Station of North &

North West Delhi in January 2005. In September 2006, the “5S” has been rolled out in a

structured manner across 28 Pockets including all 12 Districts, 12 Zones, Stores, 2 Consumer

Care Centres, etc. In June 2007, the organization wide “5S” implementation has been launched

in a phased manner.

CII‐EXIM Bank Award for Business Excellence

As an organization belonging to TATA Group, NDPL has adopted the TBEM (Tata Business

Excellence Model) framework to drive business excellence in the organization, since beginning.

At the same time, for cross learning and to bring in perspective of “external assessment”

through non‐TATA people, in year 2005 NDPL has also adopted the EFQM Model framework. In

year 2005, NDPL applied for this Award. The efforts, results and commitment of people have

enabled NDPL achieve the recognition under “Commendation for Strong Commitment to Excel”

– first such recognition to any organization from Power Distribution in India. While such

prestigious recognition from an external reputed party (CII) is a matter of pride and motivation.

NDPL is further committed to move ahead in this journey of Business Excellence, and bring

delight to their customers and stakeholders. They have established a systematic approach to

assess their business using frameworks of both CII (EFQM) and TBEM. Such assessments are used

to consolidate their “strength areas” and work on corrective / improvement plans and

breakthrough projects to fill the gaps identified as “opportunities for improvement”.

[25]

1.3. HUMAN RESOURCE MANAGEMENT AT NDPL

While NDPL represents part of Tata Power Company’s (TPC’s) power distribution business, its

functions as an independent subsidiary, NDPL reports to its own Board of Directors for its various

business support functions. The board consists of nominees from the Government and TPC. The

MD is the operating head of NDPL, various functions reporting to the MD are as under:

NDPL is using Balance Score Card to bridge the gap between organization strategy and actions.

The Tata Business Excellence Model (TBEM) has also been deployed to drive consistent

corporate leadership in enhancing the Tata Brand Equity within the company.

Human Resource Management is divided into three functional heads which is directly linked to

Head of Administration & human Resource lead by Mr. Anil Kr. Choudhary and head of the

different groups report to him. The three classified groups are Talent Management Group

(TMG), Human Capital Management (HCM), Employee Relation & welfare (ER&W). TMG is

headed by Mr. Ashok Chauhan who leads Resourcing as well as Performance & Development.

HCM is headed by Mr. Manu S who looks after Manpower Planning & Development and

Compensation Administration. ER&W is lead by Mr. Jai Karan Dhaiya. Below is the organization

hierarchy with responsibilities assigned to the groups.

[26]

Chapter 2 LITERATURE REVIEW

[28]

2.1 RECRUITMENT

Recruitment is the process of identifying that the organisation needs to employ someone up to

the point at which application forms for the post have arrived at the organisation. Selection then

consists of the processes involved in choosing from applicants a suitable candidate to fill a post.

Training consists of a range of processes involved in making sure that job holders have the right

skills, knowledge and attitudes required to help the organisation to achieve its objectives.

Recruiting individuals to fill particular posts within a business can be done either internally by

recruitment within the firm, or externally by recruiting people from outside.

Recruitment forms the first stage in the process which continues with selection and ceases with

the placement of the candidate. It is the next step in the procurement junction, the first being

the manpower planning. Recruiting makes it possible to acquire the number and types of people

necessary to ensure the continued operation of the organization. Recruiting is the discovering of

potential applicants for actual or anticipated organizational vacancies. In other words, it is a

‘linking activity’ bringing together those with jobs and those seeking jobs.

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for

employment and stimulating them to apply for jobs in the organisation”. Recruitment is the

activity that links the employers and the job seekers. A few definitions of recruitment are:

• A process of finding and attracting capable applicants for employment. The process

begins when new recruits are sought and ends when their applications are submitted.

The result is a pool of applications from which new employees are selected.

• It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a pool of

prospective employees for the organisation so that the management can select the right

candidate for the right job from this pool. The main objective of the recruitment process is to

expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified

applicants for the future human resources needs even though specific vacancies do not exist.

Usually, the recruitment process starts when a manger initiates an employee requisition for a

specific vacancy or an anticipated vacancy.

[29]

Recruitment needs are of three types:

• PLANNED: The needs arising from changes in organization and retirement policy.

• ANTICIPATED: Anticipated needs are those movements in personnel, which an

organization can predict by studying trends in internal and external environment.

• UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected needs

There are a number of stages, which can be used to define and set out the nature of particular

jobs for recruitment purposes. Job analysis is the process of examining jobs in order to identify

the key requirements of each job. A number of important questions need to be explored:

a) the title of the job

b) to whom the employee is responsible

c) for whom the employee is responsible

d) a simple description of the role and duties of the employee within the organisation.

Job analysis is used in order to:

a) Choose employees either from the ranks of your existing staff or from the recruitment of

new staff.

b) Set out the training requirements of a particular job.

c) Provide information which will help in decision making about the type of equipment and

materials to be employed with the job.

d) Identify and profile the experiences of employees in their work tasks (information which

can be used as evidence for staff development and promotion).

e) Identify areas of risk and danger at work.

f) Help in setting rates of pay for job tasks.

[30]

2.1.1 JOB DESCRIPTION

A job description will set out how a particular employee will fit into the organisation. It will

therefore need to set out:

a) the title of the job

b) to whom the employee is responsible

c) for whom the employee is responsible

d) a simple description of the role and duties of the employee within the organisation.

A job description could be used as a job indicator for applicants for a job. Alternatively, it could

be used as a guideline for an employee and/or his or her line manager as to his or her role and

responsibility within the organisation.

2.1.2 JOB SPECIFICATION

A job specification goes beyond a mere description ‐ in addition, it highlights the mental and

physical attributes required of the job holder. For example, a job specification for a trainee

manager's post in a retail store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking for

people who are tough and talented. They should have a flair for business; know how to sell, and

to work in a team.'

Job analysis, description, and specification can provide useful information to a business in

addition to serving as recruitment instruments. For example, staff appraisal is a means of

monitoring staff performance and is a feature of promotion in modern companies. In some

companies, for example, employees and their immediate line managers discuss personal goals

and targets for the coming time period (e.g. the next six months). The appraisal will then involve

a review of performance during the previous six months, and setting new targets. Job details can

serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as

reference points for arbitrating in disputes as to 'who does what' in a business. Selection

involves procedures to identify the most appropriate candidates to fill posts. An effective

selection procedure will therefore take into consideration the following:

• keeping the costs of selection down

• making sure that the skills and qualities being sought have been identified, developing a

process for identifying them in candidates

[31]

• Making sure that the candidates selected, will want the job, and will stay with the

company.

Keeping the costs of selection down will involve such factors as holding the interviews in a

location, which is accessible to the interviewing panel, and to those being interviewed. The

interviewing panel must have available to them all the necessary documentations, such as

application forms available to study before the interviews take place. A short list must be made

up of suitable candidates, so that the interviews do not have to take place a second time, with

new job advertisements being placed.

The skills required should have been identified through the process of job analysis, description

and specification. It is important then to identify ways of testing whether candidates meet these

requirements. Testing this out may involve:

• Interviewing candidates

• Asking them to get involved in simulated work scenarios

• Asking them to provide samples of previous work

• Getting them to fill in personality and intelligence tests

• Giving them real work simulations to test their abilities.

Job analysis can be carried out by direct observation of employees at work, by finding out

information from interviewing job holders, or by referring to documents such as training

manuals. Information can be gleaned directly from the person carrying out a task and/or from

their supervisory staff. Some large organisations specifically employ 'job analysts'. In most

companies, however, job analysis is expected to be part of the general skills of a training or

personnel officer.

[32]

2.1.3 SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes from

two kinds of sources: internal and external sources. The sources within the organisation itself

(like transfer of employees from one department to other, promotions) to fill a position are

known as the internal sources of recruitment. Recruitment candidates from all the other sources

(like outsourcing agencies etc.) are known as the external sources of recruitment.

Internal Sources

1. TRANSFERS

The employees are transferred from one department to another according to their efficiency

and experience.

2. PROMOTIONS

The employees are promoted from one department to another with more benefits and greater

responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their performance.

4. Retired and Retrenched employees may also be recruited once again in case of shortage of

qualified personnel or increase in load of work. Recruitment such people save time and costs of

the organizations as the people are already aware of the organizational culture and the policies

and procedures. [33]

5. The dependents and relatives of Deceased employees and Disabled employees are also done

by many companies so that the members of the family do not become dependent on the mercy

of others.

External Source

1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used source of

recruitment. The main advantage of this method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges etc. are a good source of

recruiting well qualified executives, engineers, medical staff etc. They provide facilities for

campus interviews and placements. This source is known as Campus Recruitment.

3. PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of client companies

by charging a fee. These agencies are particularly suitable for recruitment of executives and

specialists. It is also known as RPO (Recruitment Process Outsourcing.

4. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country. These

exchanges provide job information to job seekers and help employers in identifying suitable

candidates.

5. LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close contacts with the

sources of such workers. This source is used to recruit labour for construction jobs.

6. UNSOLICITED APPLICANTS

Many job seekers visit the office of well‐known companies on their own. Such callers are

considered nuisance to the daily work routine of the enterprise. But can help in creating the

talent pool or the database of the probable candidates for the organization.

[34]

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the organization

can refer their friends and relatives for some position in their organization. Also, the office

bearers of trade unions are often aware of the suitability of candidates. Management can

inquire these leaders for suitable jobs. In some organizations these are formal agreements to

give priority in recruitment to the candidates recommended by the trade union.

8. RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed whenever a

permanent worker is absent. More efficient among these may be recruited to fill permanent

vacancies.

[35]

2.1.4 FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of various

internal and external forces. The internal forces or factors are the factors that can be controlled

by the organization. And the external factors are those factors which cannot be controlled by the

organization. The internal and external forces affecting recruitment function of an organization

are shown in the figure below:

Internal Factors

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

1. RECRUITMENT POLICY

The recruitment policy of an organization specifies the objectives of recruitment and provides a

framework for implementation of recruitment programme. It may involve organizational system

to be developed for implementing recruitment programs and procedures by filling up vacancies

with best qualified people.

Factors Affection Recruitment Policy:

• Organizational objectives

• Personnel policies of the organization and its competitors.

• Government policies on reservations.

• Preferred sources of recruitment.

[36]

• Need of the organization.

• Recruitment costs and financial implications.

2. HUMAN RESOURCE PLANNING

Effective human resource planning helps in determining the gaps present in the existing

manpower of the organization. It also helps in determining the number of employees to be

recruited and what qualification they must possess.

3. SIZE OF THE FIRM

The size of the firm is an important factor in recruitment process. If the organization is planning

to increase its operations and expand its business, it will think of hiring more personnel, which

will handle its operations.

4. COST

Recruitment incur cost to the employer, therefore, organizations try to employ that source of

recruitment which will bear a lower cost of recruitment to the organization for each candidate.

5. GROWTH AND EXPANSION

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

External Factors

The external forces are the forces which cannot be controlled by the organisation. The major

external forces are:

1. SUPPLY AND DEMAND

The availability of manpower both within and outside the organization is an important

determinant in the recruitment process. If the company has a demand for more professionals

and there is limited supply in the market for the professionals demanded by the company, then

the company will have to depend upon internal sources by providing them special training and

development programs.

2. LABOUR MARKET

[37]

Employment conditions in the community where the organization is located will influence the

recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment,

even informal attempts at the time of recruiting like notice boards display of the requisition or

announcement in the meeting etc will attract more than enough applicants.

3. IMAGE / GOODWILL

Image of the employer can work as a potential constraint for recruitment. An organization with

positive image and goodwill as an employer finds it easier to attract and retain employees than

an organization with negative image. Image of a company is based on what organization does

and affected by industry. For example finance was taken up by fresher MBA’s when many

finance companies were coming up.

4. POLITICAL‐SOCIAL‐ LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and employment have direct

impact on recruitment practices. For example, Government of India has introduced legislation

for reservation in employment for scheduled castes, scheduled tribes, physically handicapped

etc. Also, trade unions play important role in recruitment. This restricts management freedom to

select those individuals who it believes would be the best performers. If the candidate can’t

meet criteria stipulated by the union but union regulations can restrict recruitment sources.

5. UNEMPLOYMENT RATE

One of the factors that influence the availability of applicants is the growth of the economy

(whether economy is growing or not and its rate). When the company is not creating new jobs,

there is often oversupply of qualified labour which in turn leads to unemployment.

6. COMPETITORS

The recruitment policies of the competitors also affect the recruitment function of the

organisations. To face the competition, many a times the organisations have to change their

recruitment policies according to the policies being followed by the competitors.

[38]

[39]

2.1.5 RECENT TRENDS IN RECRUITMENT

OUTSOURCING

In India, the HR processes are being outsourced from more than a decade now. A company may

draw required personnel from outsourcing firms. The outsourcing firms help the organisation by

the initial screening of the candidates according to the needs of the organisation and creating a

suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their

human resource pool by employing people for them and make available personnel to various

companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the

organisations for their services.

Advantages of outsourcing are:

• Company need not plan for human resources much in advance.

• Value creation, operational flexibility and competitive advantage.

• Turning the management's focus to strategic level processes of HRM.

• Company is free from salary negotiations, weeding the unsuitable resumes/candidates.

• Company can save a lot of its resources and time

POACHING/RAIDING

“Buying talent” (rather than developing it) is the latest mantra being followed by the

organizations today. Poaching means employing a competent and experienced person already

working with another reputed company in the same or different industry; the organization might

be a competitor in the industry. A company can attract talent from another firm by offering

attractive pay packages and other terms and conditions, better than the current employer of the

candidate. But it is seen as an unethical practice and not openly talked about. Indian software

and the retail sector are the sectors facing the most severe brunt of poaching today. It has

become a challenge for human resource managers to face and tackle poaching, as it weakens the

competitive strength of the firm.

E‐RECRUITMENT

Many big organizations use Internet as a source of recruitment. E‐Recruitment is the use of

technology to assist the recruitment process. They advertise job vacancies through worldwide

web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the

Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by

prospective employees depending upon their requirements.

Advantages of e recruitment are:

• Low cost.

• No intermediaries

• Reduction in time for recruitment.

• Recruitment of right type of people.

• Efficiency of recruitment process.

The ROI on Recruitment

Before making any investment, every organization would want to evaluate the investment by

answering the following questions in quantifiable terms:

a) What are the costs and the corresponding and related risks on the investment?

b) What are the expected returns of the investment?

c) What is the expected pay‐back period of the investment?

An organization makes a tremendous amount of investment in its recruitment processes. A lot of

resources like time and money are spent on recruitment processes of an organization. But

assessing or quantifying the returns on the recruitment process, or, calculating the return on

investment (ROI) on recruitment is a complicated task for an organization. Indeed, it is difficult

to judge the success of their recruitment processes. Instead, recruitment is one activity that

continues in an organization without anyone ever realizing its worth or measuring its impact on

the organization’s business.

According to a survey, 38 % of organizations do not prepare or produce any kind of documents

or reports on their recruitment processes, and there is no accountability of the HR department

for the costs incurred and the opportunities missed. With the increasing strategic focus on the

human resources, more and more organizations are adopting one or the other way for

calculating the ROI on its recruitments. Many organizations are examining their HR functions and

processes and are trying to quantify their results and returns.

[40]

A recruitment professional or manager can calculate and maximize the return on investments on

its organization’s recruitment by

a) Clear definition of the results to be achieved from recruitment.

b) Developing methods and ways measuring the results like the time – to – hire, cost‐Per‐

Hire and effectiveness of the recruitment source etc.

c) Estimating the costs associated with the recruitment project

d) Estimating the tangible and intangible benefits to the organization including the payback

period of the recruitments.

e) Providing and ensuring proper training and development of the recruitment

professionals.

Assessing the ROI on recruitments can assist an organization to strengthen its HR processes,

improving its recruitment function and to build a strategic human resource advantage for the

organization.

[41]

2.1.6 PROCESS OF RECRUITMENT

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the strategic

advantage for the organizations. Recruitment process involves a systematic procedure from

sourcing the candidates to arranging and conducting the interviews and requires many resources

and time. A general recruitment process is as follows:

1. Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for

recruitment from any department of the company. These contain:

• Posts to be filled

• Number of persons

• Duties to be performed

• Qualifications required

2. Preparing the job description and person specification.

3. Locating and developing the sources of required number and type of employees

(Advertising etc).

4. Short‐listing and identifying the prospective employee with required characteristics.

5. Arranging the interviews with the selected candidates.

6. Conducting the interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews

and the decision making, conveying the decision and the appointment formalities.

[42]

2.2 SEPARATION

Individuals terminate their employment for various reasons, voluntary or involuntary. It is also

said that the employees leave managers not the company. There are several types of Employee

Separations:

1. Voluntary Resignation

• Upon receipt of an employee’s voluntary resignation, the supervisor should respond to

the employee using an Acknowledgement of Resignation Letter.

• The supervisor provides the employee with the employee section of the Separation

Checklist. The supervisor completes the portfolio administrator section of the Separation

Checklist, signs, and sends the completed Separation Checklist to the Division of Human

Resources.

• The supervisor originates the Employment Transaction Form, routes it for all required

signatures, submits it to the Division of Human Resources; and notifies all relevant

campus and external constituents of the employee separation. The supervisor submits

the employee’s time sheet so that the final pay check can be generated.

• Upon receipt of the Employment Transaction Form and separation Checklist, the Division

of Human Resources authorized payment of the final pay check, invites employee to

participate in an exit interview, and provides departing employee with information about

group insurance conversion options and other pertinent benefits.

2. Non‐renewal of Early Termination of Fixed‐term Appointment

• The Division of Human Resources notifies supervisors sixty (60) days before the end date

of employee’s fixed‐term period. To end the fixed‐term period, the supervisor sends the

Non‐renewal/Early Separation Letter to the employee.


Checklist. The supervisor completes the portfolio administration section of the

Separation Checklist, signs, and sends the completed Separation Checklist to the Division

of Human Resources.

• The supervisor originates the Employment Transaction form, routes it for all required




• Upon receipt of the employment Transaction Form and Separation Checklist, the Division

of Human Resources authorized payment of the final pay check, invites employee to

[43]

participate in an interview, and provides departing employee with information about

group insurance conversion option and other pertinent benefits.

3. Discharge

• The supervisor and HR representative meet with the employee at the separation meeting

after the Vice President for Human Resources has approved the employment separation.

They deliver the following items to the employee; Relevant Separation Letter, as

prepared and signed by the Division of Human Resources, and the Separation Checklist.

• The supervisor originates the Employment Transaction For, routes it for all required




• Upon receipt of the Employment Transaction Form and Separation Checklist, the Division

of Human Resources authorized payment of the final pay check and provides departing

employee with information about group insurance conversion options and other

pertinent benefits.

4. Position Elimination

• The Vice President of Human Resources and appropriate Portfolio Owner identify the

position(s) to be eliminated.

• The Division of Human Resources and the supervisor meet with the affected employee

and follow the position Elimination Worksheet; they notify the employee in writing of

the position elimination and the salary/benefit continuation period.


Checklist. The supervisor completes the portfolio administration section of the

Separation checklist to the Division of Human Resources.


signatures, submits it to the Davison of Human Resources; and notifies all relevant


the employee’s time sheet to prepare final pay check.

• Upon receipt of the Employment Transaction Form and Separation Checklist, the Division

of Human Resources authorized payment of final pay check and provides departing


pertinent benefits.

[44]

5. Retirement

• Upon receipt of employee’s notice to retire, the supervisor responds to the employee

with an Acknowledgement of Intent to Retire Letter. The employee schedules a meeting

with the HR Representative to discuss benefits.


Checklist. The supervisor completes the portfolio administrator section of the separation

Checklist, signs, and sends the completed Separation Checklist to the Division of Human

Resources.




the employee’s time sheet to prepare final pay check.

• Upon receipt of the Employment Transaction Form and separation Checklist, the Division

of Human Resources authorized payment of the final pay check and provides departing


pertinent benefits.

6. Death

• Upon the death of an employee, the supervisor originates the Employment Transaction

Form, routes it for all required signatures, submits it to the Division of Human

Resources; and notifies all relevant campus and external constituents of the employee’s

death. The supervisor submits the employee’s time sheet so that the final pay check can

be generated.

• Upon receipt of the Employment Transaction Form, the Division of Human Resources

authorized payment of the final pay check and provides deceased employee’s covered

dependents with information about group insurance conversion options and other

pertinent benefits.

[45]

2.3 IMS ENABLED RESOURCING AND SEPARATION PROCESS IN NDPL

Integrated means combined; putting all the internal management practices into one system but

not as separate components. For these systems to be an integral part of the company's

management system there have to be linkages so that the boundaries between processes are

seamless. An integrated management system (IMS) is a management system which integrates all

components of a business into one coherent system so as to enable the achievement of its

purpose and mission. (Source IQA.2007)

NDPL has an Integrated Management System (IMS) Policy to deal with Quality, Safety, Health,

Environment and Social Accountability. The policy is aligned to standards of OHSAS 18001, ISO

14001, ISO 9001 and SA 8000. IMS frameworks help in integration and alignment of work units

across the organization for delivery of organizational goals. All departments of NDPL have

documented their respective processes and procedures to comply with the IMS requirements.

IMS procedures are frequently reviewed and improved. To ensure reliability and integrity of

data, as per changed business needs, various stand‐alone applications are being consolidated.

Recertification of IMS was done in Feb‐July’08, and this exercise included change/revision in

process measures covering 174 processes. The attributes and parameters of various perception

indices/surveys (customer, employee, leadership, BA’s, Internal Customers etc.) are reviewed

and modified as needed, and mentioned in other categories.

2.3.1 RECRUITMENT AND ON‐BOARDING PROCESS

The recruitment and on boarding process is carried out with the set parameters of Integrated

Management System Procedure. The purpose is to establish an efficient system for recruitment

of right quality of talent at the right time in order to fulfill the manpower requirements of the

organization. It is followed for the recruitment of all the positions such as Executives/

Supervisors/ Workman/ various categories of Trainees and it also includes Consultants/

Retainers/ Deputationists, in the organization. The HOG (Executive Talent Management) is

overall responsible for resourcing of talent and maintaining talent pipeline.

[46]

Description of the Process

CEO/ BOARD approve the manpower budget. This is the initial step to fill up the vacancies so

that the vacancies are filled in accordance with the budget. Budget cannot be crossed in order to

fill up a position.

Job Specification then is specified for the positions to be filled. Moreover, Job Description is

specified wherein the duties and responsibilities to be handled by the candidate is mentioned.

Minimum qualifications and relevant experience is mentioned according to the requirement.

This is done as and when to be recruited. According to the eligibility criteria, Resumes of the

applicants are then scrutinized from the placement agencies, advertisement, databank and

references. Naukri.com and NDPL website too are checked. This is done on notification/ from

databank.

After analyzing the above criteria, HR department responsibility comes. The request for the

position and number to be recruited is done by HOD through email wherein job specification is

being indicated. This is the responsibility of the functional heads and DGM (HR). The vacancy for

the same is verified as per the organization structure and the approved manpower budget.

HR manager in discussion with the HOD set out the closing date of the vacancies. HR services

formulate an approach for hiring on case to case basis and function wise requirements. The

number and the mode of recruitment is decided by the Manager (HR) and Senior Executive (HR)

and is being approved by the DGM (HR). Positions approved are then sent to the concerned

agencies by the Manager (HR) and Senior Executive (HR) as per the competency requirements.

DGM –HR decides upon the mode of selection (Written Test/ Group Discussion/ Interview, as per

the response received) and seeks approval from the competent authority with regard to the

above. DGM HR and CEO decide the selection panel. Thereafter, HOG (HR Services) and selection

panel select the candidates. HR Services counsel the candidates with regard to designation and

salary.

Based on the interview assessment form, HOG (HR Services) and DGM‐ HR send the list of

selected candidates to the competent authority for approval Senior Executive HR checks the

credentials and confirm details if required. It is the responsibility of HOG (HR Services) to send

Offer Letter to the selected Candidates. Senior Executive HR completes the other joining

formalities on the clearance of medical examination. For outstation candidates ensure the

[48]

approval of the CMO on the test reports received from other registered medical practitioners.

HOG (HR Services) & HOG Training provide induction and training as per the defined guidelines.

Even after the manpower plan is approved, all vacancies will be filled only after the formal

requests have been to fill these vacancies. All requests for a new position must be sent to HR in a

Manpower Requisition Form after approval from the HOD. Human Resource will then manage

the process of recruitment and selection with inputs from the line function.

Process Monitoring

To check the effectiveness & efficiency of the whole process there are some set performance

indicators such as ‘In Process Measures’ and ‘Output Measures’. In process measures include the

availability of Recruitment Plan with the Recruitment Group on time. It also consists of

availability of Annual Operating Plan within 30 days which is reviewed on the monthly basis.

Then sanctioned‐Position‐Vacancy Analysis (SPV), Manpower Requisition form and Requisition

for Separation form is checked every month. Output measures include Interview Feedback

Indicator, Recruitment Cycle, Validation of Personal details and checking of qualification records.

Trainee turnout ratio and Attrition Analysis is done quarterly. After 6 months of joining of new

employees, Recruitment Quality is analyzed with the help of Recruitment Quality Indicator form

by HoG/HoD. It is all done to assess quality management system (QMS) requirements.

Records

[49]

S.No. Records Format No. Location File/Registe

r Retention Period

Disposal Authority

1 Manpower Requisition

Form F01(HRM‐P‐02) Resourcing Hard Copy 3 years DGM(HR)

2 Interview Assessment

Form F02(HRM‐P‐02) Resourcing Hard Copy

Till 5 years after

separation DGM(HR)

3 Interview Assessment Form for Trainees

F03(HRM‐P‐02) Resourcing Hard Copy Till 5 years

after separation

DGM(HR)

4 Recruitment Proposal

Main F04(HRM‐P‐02) Resourcing Hard Copy

Till 5 years after

separation DGM(HR)


SPV Status F05(HRM‐P‐02) Resourcing Hard Copy

Till 5 years after

separation DGM(HR)


Comparator F06(HRM‐P‐02) Resourcing Hard Copy

Till 5 years after

separation DGM(HR)

7 Offer Letter F07(HRM‐P‐02) Resourcing Hard Copy Till 5 years

after separation

DGM(HR)

8 Tracking Sheet F08(HRM‐P‐02) Resourcing Hard Copy 3 years DGM(HR)9 Feedback Form F09(HRM‐P‐02) Resourcing Hard Copy 3 years DGM(HR)

10 Selection Process W01(HRM‐P‐02) Resourcing Hard Copy ‐ DGM(HR)11 Joining Formalities W02(HRM‐P‐02) Resourcing Hard Copy ‐ DGM(HR)

Format No. F02 (HRM‐P‐02)

INTERVIEW ASSESSMENT SHEET

(FOR MANAGER & SENIOR MANAGER)

Proposed Dept Date of Interview Source

Name: Father/Husband Name

D.O.B. Employee’s Ward

Category PHSTSC Gen.

Educational Qualification & Break in Education:

BOARD/ UNIVERSITY COURSE (R/PT/DL)

YEAR OF PASSING

% MARKS

10th

12th

Graduation

Post Graduation

Other

WORK EXPERIENCE

Company Name

[50]

Designation Total Experience (yrs.)

How did the candidate come to know about the Job Opening

CRITERIA

1 2 3 4 5 6 7 8 9 10

Functional Knowledge

Drive For Result

Customer Focus

Timely Decision Making

Taking Ownership

People Development

Interpersonal Effectiveness

Dealing with Ambiguity

Building Effective Team

Withstanding Pressure

SALARY NOTICE PERIOD

Present (CTC)(Rs. Lacs) % jump

Expected (CTC)(Rs. Lacs) / % jump

COMMENTS ON ETHICS

COMMENTS ON FUNCTIONAL KNOWLEDGE

COMMENTS ON BACKGROUND, PERSONALITY

Suitable Not Suitable On HoldRecommendation:

Name & Signature of the Panelist

CHECK-LIST Employee Name: ________ Employee No: _______ Date of Joining: _________ Deptt. /Location _______

PRE‐JOINING‐ CHECK LIST 1 Approval of Recruitment 2 Pay Fixation Sheet 3 Interview Assessment Form 4 Service Bond, if any

AT THE TIME OF JOINING –CHECK LIST 1 Pre‐Employment Medical Report2 Copy of Letter of Appointment (Duly Acknowledge)3 Signed Copy of Code of Conduct & Information Security System4 Personnel Information Booklet5 Attestation/ Age Proof 6 Personnel Data Form 7 Certificates( Educational/others) with Original8 Relieving Order in Original 9 Nomination Form (P.F. & Gratuity)10 Medi‐claim Insurance Form 11 Copy of PAN Card 12 Welcome On Board 13 Posting Order

POST JOINING

1 Temporary I‐Card Issued 2 Email‐Id Creation 3 Joining Report 4 Form for Mobile Connection / New Bank Account5 Circulation of Posting Orders 6 Welcome Letter 7 Form for Hiring Process (Signature) HR Department

[51]

CHECK LIST FOR LATERAL RECRUITMENT

1. Review of Recruitment Plan/ Requisition/ Attrition pattern

2. Earmark the group/department where vacancies arisen‐ SPV

3. Identity Job Profile

4. Identify position –Officer / Executive/ Assistant Manager/ Manager

5. Identity Source of CVs

a. References b. NDPL Website‐ vacancy notification c. NDPL Website‐ Voluntary CVs d. www.naukri.com e. Consultants f. Separated Employees

6. Collect relevant CVs – direct or through consultants

7. Send selected CVs for short‐listing to concerned HOD

8. Decide Interview Panel‐get approval from DGM

9. Contact Mr. Mathur / Akhil Pandey and other panelists for Date, Time & value of interview

10. Send e‐mail for interview call to all short‐listed candidates/ consultants

a. Date, Time & venue b. Requirement‐Application form, Emolument Sheet, Original Certificates/ Documents

for qualification and experience, pay slip c. Travel reimbursement for out‐station candidates d. Seek confirmation of their participation

11. Information through telephone/ mobile

12. Book Interview Room at Corporate Office/ CENPEID

13. CENPEID – also book for Tea/ snacks and lunch etc.

14. Prepare Interview Assessment Sheet for each candidate

15. Intimate reminder to Interview panelists for the date, time & venue of interview

16. Conduct interview as per schedule

17. Contact short‐listed candidates for position and CTC

18. Put up Recruitment Proposal

19. Issue Offer Letter

20. Intimation to selected candidates and dispatch Offer Letter

[52]

CHECK LIST – CAMPUS RECRUITMENT

1. Identify nos. of trainees to be inducted next year

2. Identify Universities/ Institutes to be visited

3. Put up details for approval

4. Contact identified universities/ Institutes and obtain list of students available

5. Decide Interview Panel – get approval from DGM

6. Contact Mr. Mathur/ Akhil Pandey and other panelists for Date, Time and venue of

interview

7. Send e‐mail to Universities/ Institutes for visiting campuses

a. Date, Time $ Venue

b. Requirement –Application Form and Original Certificates/ Documents for qualification

c. Seek confirmation of the plan

8. Prepare interview Assessment Sheet for each candidate

9. Intimate reminder to Interview panelists for the date, time & venue of interview, visit

campuses along with other panelists

11. Give presentation about NDPL and training scheme to students

12. Conduct interview as per schedule

13. Short‐list students for induction

14. Put up Recruitment proposal

15. Issue Offer Letter

16. Intimation to Universities/ institutes about selected students and dispatch Offer Letter

17. Plan their induction with CENPEID

18. Intimate students about their date of joining for training.

[53]

2.3.2 SEPARATION PROCESS

NDPL has a set process for separation which is enabled by Integrated Management Process (IMS). The purpose is to formalize the separation process of employees permanently leaving the organization and getting struck off the employee rolls. It is followed for all the employees in the NDPL pay Structure. The responsibility of the flawless separation of the employee is with HOG (TMG). The accountability is evaluated through effectiveness & efficiency indicators also known as performance indicators. The complete process is time bound which enables the management to effectively monitor the performance of the concerned department.

The performance indicator is classified into two broad categories such as ‘In Process Measures’ and ‘Output Measures’. In Process Measures consists of certain performance indicators and the same goes with Output Measures. The table given below gives a snapshot of the performance indicator and the target time.

Performance Indicator

Detail of Performance Indicators Target Responsibility Frequency Referred Document

In Process Measures

After acceptance of resignation duly approved by competent authority, HR initiates separation process and concurrently

sends substitute requirement to HCM group 7 days

HR Department and HOG/HOD of separating employee

As and when

resignation is received

F01(HRM‐P‐09)

F02(HRM‐P‐09)

Based on the receipt of accepted resignation an intimation to finance and payroll is initiated mentioning the details of

separating employee for initiating separation action in payroll and freezing the salary for the month. Additionally, in the employee database the status of employee should be

changed to ‘INACTIVE’ the day he is relieved.

7 days HR Department

After acceptance

of resignation

Output easures M

After receiving the accepted resignation letter the separating

ap t

employee must carry out appraisals for his/her subordinates, if the time period completed under him exceeds six months.

The separating employee must also ensure that his/her praisal is carried out. The duly filled appraisal forms mus

then be submitted to HR, failing which clearance will not be given.

7 days HR Department As and when

F10(HRM‐P‐09)

After receiving the accepted resignation letter HR will initiate 7 days HR Department As and n

F03(HRM‐P‐09)

F04(HRM‐P‐09)

F05(HRM‐P‐09)

F06(HRM‐P‐09)

F07(HRM‐P‐09)

F08(HRM‐P‐09)

F09(HRM‐P‐09)

the No Dues Clearance process and Exit Interview is conducted. On the basis of No Dues Certificates received the Full & Final Settlement will be done. Relieving letter and service certificate will be issued by HR. Employees relieved of their duties on disciplinary grounds should not be permitted to initiate Appraisal for their subordinates.

whe

Removal of Access Rights – IT Department in coordination

1. E‐mail ID

mbandh, Bulk Billing, OCCM, MRS, Live Communication Server & PDC.

Before

Sap Team, IT, GIS, As and n with HR Department will revoke all access for the separated

employee after issuance of his release order.

2. SAP Login 3. DEBS, Sa

Enforcement,4. GIS & SCADA

relieving SCADA and HR Department

whe

Performance Pay for employee separating before completion ll be given on pro rata basis to employee

When the orgn. Perf.

HR Department As and when of appraisal year wi

served for a period of minimum of 6 months in the organization, in case of employee separating due to misconduct, indiscipline issues pending inquiry/ vigilance clearance they will not be eligible for performance pay.

payis disbursed.

[54]

Su

[55]

pport / Interface Processes

rface Process/Activity S. No. Document No. Inte

6.1 Administration (I‐Card, calculator, Briefcase. Telephone, mobile)

6.2 Finance (Any advance, Debit, Credit)

6.3 IT Department (Computer/ Laptop, Email ID, SAP ID, etc.)

6.4 Performance Appraisal (TMG) (Performance Management System, Performance Pay)

6.5 ll (Freezing of salary) Payro

Records

S No. Record Format No. Location File/

Register Retention Period

Disposal Authority

1 Requisition for Substitute F01(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

2 Resignation Acceptance

F02(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR) Proposal

3 Exit Interview Form F03(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

4 No Dues Clearance

F04(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR) Checklist

5 Handing Over – Taking

F05(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR) Over Format

6 Relieving Letter F06(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

7 F & F Settlement F07(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

8 Service Certificate F08(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

9 Notice Period Adjustment

Certificate F09(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

10 Performance Appraisal

Form F10(HRM‐P‐09) HR Hard Copy Always in ACR File DMG(HR)

11 Gratuity Undertaking Form F11(HRM‐P‐09) HR Hard Copy Always in Personal File DMG(HR)

Chapter 3 OBJECTIVE

[57]

OBJECTIVE AND SCOPE OF THE STUDY

The objective of my project is to study the process followed for the resourcing and separation of

employees in NDPL. It is also to study the measures used to evaluate the recruitment and

separation process. The scope of my study is the positions of executives, non executives,

supervisors and officer trainees in the organization working not more than 6 months.

[58]

Chapter 4 RESEARCH METHODOLOGY

[59]

4.1 RESEARCH DESIGN

I have decided to go for descriptive research which will be conclusive in nature. As the term

suggests, conclusive research is meant to provide information that is useful in reaching

conclusions or decision‐making. It is to be quantitative in nature that is to say in the form of

numbers that can be quantified and summarized. It relies on both secondary data, particularly

existing databases that are reanalyzed to shed light on a different problem than the original one

for which they were constituted, and primary research, or data specifically gathered for the

current study. The purpose of conclusive research is to provide a reliable or representative

picture of the population through the use of a valid research instrument.

Under descriptive research I have selected descriptive research because I am interested in

describing the opinion of the employees about the recruitment and selection process. It consists

of most of the elements in the entire process from recruitment to posting in the functional area.

However it would not describe the causal relationship, thus, it will also have low internal validity.

As it will be conducted for once which will represent a snapshot of one point in time, I would do

my descriptive research on cross‐sectional study. Hence, this research method is purely a cross‐

sectional study.

4.2 SAMPLING

Non probability sampling is any sampling method where the probability of selection can't be

accurately determined. It involves the selection of elements based on assumptions regarding the

population of interest, which forms the criteria for selection. It is moreover convenience

sampling as we have collected the data according to our convenience where we could get the

desired relevant samples for the study.

The sample frame of my study is the employees under NDPL structure. The sample size would be

120 employees working in NDPL for not more than 6 months. It is justified because the new

employees would have clear idea about the current recruitment and selection process.

4.3 DATA COLLECTION

Data Collection is an important aspect of any type of research study. Inaccurate data collection

can impact the results of a study and ultimately lead to invalid results. Data collection methods

for impact evaluation vary along a continuum. At the one end of this continuum are quantitative

methods and at the other end of the continuum are Qualitative methods for data collection.

The main source of data collection is primary. I have prepared a questionnaire which implies the

factors we are interested to know about. There are set of independent variables that are to be

[60]

tested with the help of questionnaire. The questionnaire also consists of dependent variable by

which we can understand the relationship between dependent variable and independent

variable.

There are two broad sources of collection of data. One is the primary source and the other is the

secondary source.

Primary Data

• Observation method: The observation method is the most commonly used method

especially in studies elating to behavioral sciences. Under the observation method the

information is sought by way of investigator's own direct observation without asking

from the respondent.

• Interview method: The interview method of collecting data involves presentation of oral,

verbal and stimuli reply in terms of oral verbal responses. This method can be used

through personal interviews and if possible through telephonic interviews.

• Questionnaires: This method of data collection is quite popular particularly in case of

enquiries. It is being adopted by private individuals, research purpose, private and public

organizations and even by government. In this method questionnaires are sent to the

public of concern with the request to answer the questions and return the

questionnaires. The respondents have to answer the questions on their own.

Secondary Data

Secondary data refers to the data that is already available and published. It could be internal and

external sources of data. The secondary data could be collected from journals, Reports and

various publications and websites. It is economical in terms of both money and time spent.

• Internal source: which originates from the specific field or area where research is carried

out .for e.g. published brochures, official reports, etc.

• External source: this originates outside the field of study like books, periodicals, journals,

newspapers and the Internet.

[61]

Chapter 5 DATA ANALYSIS

[62]

5.1 CANDIDATES’ RESPONSE

I have used questionnaires as one of the primary sources of collecting data. The most of the

secondary data was provided by NDPL.

The feedback is taken from the candidates who were interviewed. The questionnaire is build

upon likert scale and feedback is taken with the help of the following parameters:

Strongly disagree

Disagree Moderately

agree Agree to a large extent

Strongly Agree

1 2 3 4 5

Question 1: The behavior of our Security Staff was courteous.

Rating 5 4 3 2 1

Total 53 43 17 5 2

Percentage 44.17 35.83 14.17 4.17 1.67

[63]

5 4 3 2 1

Series1 44.17% 35.83% 14.17% 4.17% 1.67%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

Question 2: Staff at Reception was helpful and courteous.

Rating 5 4 3 2 1

Total 58 47 13 1 1

Percentage 48.33 39.17 10.83 0.83 0.83

[64]

5 4 3 2 1

Series1 48.33% 39.17% 10.83% 0.83% 0.83%

0%

10%

20%

30%

40%

50%

Percen

tage

of R

espo

nden

ts

60%

Question 3: I found the ambience of the Office appealing.

Rating 5 4 3 2 1

Total 51 41 26 2 0

Percentage 42.50 34.17 21.67 1.67 0.00

5 4 3 2 1

Series1 42.50% 34.17% 21.67% 1.67% 0.00%

0%5%

10%15%20%25%

Percen

tage

of

30%35%40%45%

Respon

dents

Question 4: The representative of HR Dept was helpful and prompt in providing information, I asked for.

Rating 5 4 3 2 1

Total 76 38 5 0 1

Percentage 63.33 31.67 4.17 0.00 0.83

[65]

5 4 3 2 1

Series1 63.33% 31.67% 4.17% 0.00% 0.83%

0%

10%

20%

30%

40%

50%

Percen

tage

of R

espo

nden

ts

60%

70%

Question 5: The NDPL website was informative and helped me in preparing for the interview.

Rating 5 4 3 2 1

Total 60 38 19 2 1

Percentage 50 31.67 15.83 1.67 0.83

5 4 3 2 1

Series1 50.00% 31.67% 15.83% 1.67% 0.83%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

Question 6: While waiting for the interview, I was provided comfortable seating arrangement.

Rating 5 4 3 2 1

Total 73 38 8 2 1

Percentage 60.83 30.00 6.67 1.67 0.83

[66]

5 4 3 2 1

Series1 60.83% 30.00% 6.67% 1.67% 0.83%

0%

10%

20%

30%

40%

50%

Percen

tage

of R

espo

nden

ts

60%

70%

Question 7: The interview panel made me feel comfortable.

Rating 5 4 3 2 1

Total 84 28 6 1 1

Percentage 70.00 23.33 5.00 0.83 0.83

5 4 3 2 1

Series1 70.00% 23.33% 5.00% 0.83% 0.83%

0%10%20%30%40%

Percen

tage

of

50%60%70%80%

Respon

dents

Question 8: The interview was conducted in a professional manner.

Rating 5 4 3 2 1

Total 84 29 5 2 0

Percentage 70.00 24.17 4.17 1.67 0.00

[67]

5 4 3 2 1

Series1 70.00% 24.17% 4.17% 1.67% 0.00%

0%10%20%30%40%50%60%

Percen

tage

of R

espo

nden

ts

70%80%

Question 9: The job profile was explained to me by the interview panel.

Rating 5 4 3 2 1

Total 58 39 21 2 0

Percentage 48.33 32.50 17.50 1.67 0.00

5 4 3 2 1

Series1 48.33% 32.50% 17.50% 1.67% 0.00%

0%

10%

20%

Percen

tage

30%

40%

50%

60%

of Respo

nden

ts

Question 10: Interview was a satisfying experience for me.

Rating 5 4 3 2 1

Total 63 45 11 0 1

Percentage 48.33 37.50 9.17 0.00 0.83

[68]

5 4 3 2 1

Series1 52.50% 37.50% 9.17% 0.00% 0.83%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

Question 11: Given an offer, I will join NDPL.

Rating 5 4 3 2 1

Total 96 21 1 1 1

Percentage 80 17.50 0.83 0.83 0.83

5 4 3 2 1

Series1 80.00% 17.50% 0.83% 0.83% 0.83%

0%10%20%30%40%

Percen

tage

of

50%60%70%80%90%

Respon

dents

Question 12: I will recommend NDPL as a preferred employer to my friends.

Rating 5 4 3 2 1

Total 82 33 3 0 2

Percentage 68.33 27.50 2.50 0.00 1.67

[69]

5 4 3 2 1

Series1 68.33% 27.50% 2.50% 0.00% 1.67%

0%

10%

20%

30%

40%

50%

Percen

tage

of

60%

70%

80%

Respon

dents

5.2 Feedback for Administration Department:

Rating scale

Parameters(%)

Strongly Agree

Agree to a Large Extent

Moderately Agree

Disagree Strongly Disagree

Behaviour of Security Staff 44.17 35.83 14.17 4.17 1.67

Staff at Reception 48.33 39.17 10.83 0.83 0.83

Ambience of the office 42.50 34.17 21.67 1.67 0.00

seating Arrangement 60.83 30.00 6.67 1.67 0.83

Overall (percentage) 49 35 13 2 1

0

10

20

30

40

50

60

Parameters Behaviour of Security Staff

Staff at Reception

Ambience of the office

seating Arrangement

Overall (percentage)

70

Strongly Agree Agree to a Large Extent Moderately Agree Disagree Strongly Disagree

Behaviour of the Security Staff

Behaviour of the security staff towards the candidates who appear in the interview is

satisfactory to a large extent. More than 80% of the candidates are satisfied with the behaviour

of the security staff. However it can be improved further as there is a scope for improvement

and NDPL being in service sector can’t ignore this factor. It should be communicated to their

respective agencies and agencies should either undergo training or they should have a system of

feedback from the respective buildings where they report. The supervisor can play a crucial role

[70]

while the security staffs are on duty so as to evaluate the conduct of the security staff. The staff

will have a pressure to perform accordingly if they know they are supervised.

Sometimes, the security has a notion that the candidates can not complain against them.

Security should be supportive enough to help the candidates in every possible manner. This

creates a good impression of the company and the candidates feel comfortable.

Staff at Reception

Behaviour of the staff at reception was satisfactory to great extent. There is still a scope of

improvement. Staff at reception should be well aware of the events and functions. They should

be provided with adequate information regarding the functions. If they have not been informed

at the right time then they might end up with something else. This will then hamper the

communication between the candidates and the staff. They need to make sure that the

candidates are guided through the events.

Ambience of the office

As we can see that 21.67% of the candidates moderately agree to this factor. There is huge

scope of improvement so as to make the ambience of the office appealing. It creates a positive

image of the company and the candidate gets a hint of workplace ambience. It can be improved

by getting help from office interior professionals and improve upon the ambience through a

systematic manner.

Seating Arrangement

The candidates did not find anything wrong about the seating arrangements. Hence this

standard should be maintained. It is very crucial as the company may loose efficient manpower

just because of the fact that the candidate was not relaxed while waiting for the interview. The

candidate needs to be relaxed before interview so that the interview does not get hampered.

[71]

5.3 Interview Process:

Rating scale

Parameters

Strongly Agree


Moderately Agree


HR Department was Helpful 63.33 31.67 4.17 0.00 0.83

Interview Panel 70.00 23.33 5.00 0.83 0.83

Interview Conducted 70.00 24.17 4.17 1.67 0.00

Job Profile Explained 48.33 32.50 17.50 1.67 0.00

Interview Experience 48.33 37.50 9.17 0.00 0.83

Overall (percentage) 60 30 8 1 1

0

10

20

30

40

50

60

70

80

Strongly Agree Agree to a Large Extent Moderately Agree Disagree Strongly Disagree

HR Department was Helpful

HR Department in NDPL was helpful and provided the candidates with relevant information. HR

department no doubt was able to built relationships with the candidates. This implies that the

people in the HR department are efficient as they know that “To recruit an efficient candidate is

a difficult job”. Therefore, they don’t want to loose any such candidate because of this reason.

70% of the candidates agree that the HR was helpful.

[72]

Interview Panel

Candidates were pretty much comfortable with the Interview panel. Panel of the judges made

them comfortable during the interview process. Sometimes the efficient employee is not

selected if the panel of the judges failed to make them comfortable. This way, the candidate gets

frustrated and unable to give their 100 percent. Interview Panel at NDPL realizes this fact as they

don’t want to loose the efficient candidate at any cost.

Interview conducted

As from the above table we can see that the way interview was conducted, 70% of the

candidates agreed with the parameter of strongly agree. Thus, we can say that Interview was

conducted in a professional manner. This shows that the panel of judges for the interview was

experienced and well versed with the interview techniques. This implies that the management

very well knows the value of the time and money that is being spent at the time of recruitment.

Job Profile explained

We can see that nearly 18% of the people are not satisfied by the way interview panel explain

job profile to them, this may be a severe cause of loosing the potential and the efficient

candidate from being recruited as an employee, although the other things go well. So the

management needs to work on it, even get it revised, so as to do the successful completion of

the recruitment process & filling up the vacancy in the shortest possible time, & moreover save

the valuable time & money of both the panel & the candidate.

Interview Experience

48.33% of the candidates strongly agree that the interview was a satisfying experience for them.

37.5% of the candidates largely agree to the same extent. It was satisfying as the panel made

them feel comfortable and relaxed. There is always a difference in the candidate experience.

This is totally up to the candidates how they take and interpret it.

Results of the resourcing efforts

[73]

Rating scale

Parameters

Strongly Agree


Moderately Agree


Will Join NDPL 80 17.5 0.83 0.83 0.83

Recommend to friends 68.33 27.5 2.5 0 1.67

Overall (Percentage) 74 22.5 1.6 0.4 1.25

0102030405060708090

Strongly Agree Agree to a Large Extent

Moderately Agree Disagree Strongly Disagree

Parameters Will Join NDPL Recommend to friends Overall (Percentage)

Almost every candidate wants to work in this organization. There is a lot of growth and scope if

one enters into this organization. NDPL has a market value and once worked with this

organization will give them the exposure and valuable experience. Every candidate wants to take

advantage of the NDPL’s market value.

Similarly, every candidate agrees that they will recommend NDPL as a preferred employer to

their friends. This shows that NDPL is a good organization to work with.

[74]

5.4 FEEDBACK ON RECRUITMENT

The Feedback is taken from those employees whose date of joining is not more than 6 months. The employees are given induction and training. The questionnaire covers the entire process of resourcing of the employee. The feedback will show the satisfaction level of the employees regarding the resourcing process.

Question 2: The HR representatives were helpful while providing the information..

Rating 5 4 3 2 1

Total 30 75 0 0 5

Percentage 27.27 68.18 0.00 0.00 4.55

[75]

5 4 3 2 1

5 4 3 2 1 27.27% 68.18% 0.00% 0.00% 4.55%

0%

10%

20%

30%

40%

50%

60%

70%

Percen

tage

of R

espo

nden

ts

80%

Question 3: I found it convenient to get the information related to recruitment proceedings.

Rating 5 4 3 2 1

Total 20 75 10 0 5

Percentage 18.18 68.18 9.09 0.00 4.55

5 4 3 2 1

5 4 3 2 1 18.18% 68.18% 9.09% 0.00% 4.55%

0%10%20%30%40%50%

Percen

tage

of

60%70%80%

Respon

dents

Question 4: I was informed about the necessary requirements related to the documentation on time.

Rating 5 4 3 2 1

Total 50 45 5 5 5

Percentage 45.45 40.91 4.55 4.55 4.55

[76]

5 4 3 2 1

5 4 3 2 1 45.45% 40.91% 4.55% 4.55% 4.55%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

Question 5: I was informed about eligibility criteria in advance.

Rating 5 4 3 2 1

Total 50 50 10 0 0

Percentage 45.45 45.45 9.09 0.00 0.00

5 4 3 2 1

5 4 3 2 1 45.45% 45.45% 9.09% 0.00% 0.00%

0%

10%

20%

30%

Percen

tage

of

40%

50%

Respon

dents

Question 6: The seating arrangement was comfortable during the interview process.

Rating 5 4 3 2 1

Total 80 25 5 0 0

Percentage 72.73 22.73 4.55 0.00 0.00

[77]

5 4 3 2 1

5 4 3 2 1 72.73% 22.73% 4.55% 0.00% 0.00%

0%

10%

20%

30%

40%

50%

60%

70%

Percen

tage

of R

espo

nden

ts

80%

Question 7: The ambience of the office was appealing.

Rating 5 4 3 2 1

Total 40 50 20 0 0

Percentage 36.36 45.45 18.18 0.00 0.00

5 4 3 2 1

5 4 3 2 1 36.36% 45.45% 18.18% 0.00% 0.00%

0%

10%

20%

30%

Percen

tage

of

40%

50%

Respon

dents

Question 8: The interview panel informed me about job profile.

Rating 5 4 3 2 1

Total 15 20 55 10 10

Percentage 13.64 18.18 50.00 9.09 9.09

[78]

5 4 3 2 1

5 4 3 2 1 13.64% 18.18% 50.00% 9.09% 9.09%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

Question 9: The interview panel was unbiased.

Rating 5 4 3 2 1

Total 60 40 5 5 0

Percentage 54.55 36.36 4.55 4.55 0.00

5 4 3 2 1

5 4 3 2 1 54.55% 36.36% 4.55% 4.55% 0.00%

0%

10%

20%

30%

Percen

tage

of

40%

50%

60%

Respon

dents

Question 10: I was informed about the condition of work and Hazards (if any).

Rating 5 4 3 2 1

Total 15 55 35 0 5

Percentage 13.64 50.00 31.82 0.00 4.55

[79]

5 4 3 2 1

5 4 3 2 1 13.64% 50.00% 31.82% 0.00% 4.55%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

Question 11: I was informed about the offer letter and the date of joining.

Rating 5 4 3 2 1

Total 35 60 5 5 5

Percentage 31.82 54.55 4.55 4.55 4.55

5 4 3 2 1

5 4 3 2 1 31.82% 54.55% 4.55% 4.55% 4.55%

0%

10%

20%

Percen

tage

of 30%

40%

50%

60%

Respo

nden

ts

Question 12: I was informed about the details of medical test and other formalities on time.

Rating 5 4 3 2 1

Total 40 60 5 5 0

Percentage 36.36 54.55 4.55 4.55 0.00

[80]

5 4 3 2 1

5 4 3 2 1 36.36% 54.55% 4.55% 4.55% 0.00%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

Question 13: I was guided through the process of filling the forms on the date of joining.

Rating 5 4 3 2 1

Total 70 40 0 0 0

Percentage 63.64 36.36 0.00 0.00 0.00

5 4 3 2 1

5 4 3 2 1 63.64% 36.36% 0.00% 0.00% 0.00%

0%

10%

20%

30%

Percen

tage

of

40%

50%

60%

70%

Respon

dents

Question 14: The induction program on my joining was satisfactory

Rating 5 4 3 2 1

Total 30 55 20 0 5

Percentage 27.27 50.00 18.18 0.00 4.55

[81]

5 4 3 2 1

5 4 3 2 1 27.27% 50.00% 18.18% 0.00% 4.55%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

Question 16: I am satisfied with the work assigned to me.

Rating 5 4 3 2 1

Total 15 65 20 5 5

Percentage 13.64 59.09 18.18 4.55 4.55

5 4 3 2 1

5 4 3 2 1 13.64% 59.09% 18.18% 4.55% 4.55%

0%

10%

20%

30%

Percen

tage

of

40%

50%

60%

70%

Respon

dents

Question 17: I will recommend my friends to join NDPL.

Rating 5 4 3 2 1

Total 40 55 10 0 5

Percentage 36.36 50.00 9.09 0.00 4.55

[82]

5 4 3 2 1

5 4 3 2 1 36.36% 50.00% 9.09% 0.00% 4.55%

0%

10%

20%

30%

40%

50%

Percen

tage

of R

espo

nden

ts

60%

5.5 Feedback on Induction Programme

Question 15: The induction program includes information like a) A brief history and operation of the company

Rating 5 4 3 2 1

Total 50 55 5 0 0

Percentage 45.45 50.00 4.55 0.00 0.00

b) Company’s organization structure

Rating 5 4 3 2 1

Total 40 60 0 10 0

Percentage 36.36 54.55 0.00 9.09 0.00

[83]

c) Location of Departments and facilities

Rating 5 4 3 2 1

Total 40 60 5 5 0

Percentage 36.36 54.55 4.55 4.55 0.00

d) Policies of the company

Rating 5 4 3 2 1

Total 60 35 10 0 5

Percentage 54.55 31.82 9.09 0.00 4.55

[84]

e) Rules and regulation of the company

Rating 5 4 3 2 1

Total 70 35 0 5 0

Percentage 63.64 31.82 0.00 4.55 0.00

f) Safety measures

Rating 5 4 3 2 1

Total 55 45 5 0 5

Percentage 50.00 40.91 4.55 0.00 4.55

[85]

g) Terms and conditions of service including wages, working hours, overtime, holidays etc.

Rating 5 4 3 2 1

Total 40 50 20 0 0

Percentage 36.36 45.45 18.18 0.00 0.00

h) Benefits and services for employee

Rating 5 4 3 2 1

Total 30 65 15 0 0

Percentage 27.27 59.09 13.64 0.00 0.00

[86]

i) Opportunity for training, promotion, transfer etc.

Rating 5 4 3 2 1

Total 25 60 15 5 5

Percentage 22.73 54.55 13.64 4.55 4.55

j) Better career planning for the employee

Rating 5 4 3 2 1

Total 25 65 15 0 5

Percentage 22.73 59.09 13.64 0.00 4.55

5 4 3 2 1

5 4 3 2 1 22.73% 59.09% 13.64% 0.00% 4.55%

0%

10%

20%

30%

40%

Percen

tage

of R

espo

nden

ts

50%

60%

70%

[87]

Chapter 6 MAJOR CHALLENGES IN RECRUITMENT

[88]

Recruitment is a function that requires business perspective, expertise, ability to find and match

the best potential candidate for the organization, diplomacy, marketing skills (as to sell the

position to the candidate) and wisdom to align the recruitment processes for the benefit of the

organization. The HR professionals – handling the recruitment function of the organization‐ are

constantly facing new challenges. The biggest challenge for such professionals is to source or

recruit the best people or potential candidate for the organization.

In the last few years, the job market has undergone some fundamental changes in terms of

technologies, sources of recruitment, competition in the market etc. In an already saturated job

market, where the practices like poaching and raiding are gaining momentum, HR professionals

are constantly facing new challenges in one of their most important function‐ recruitment. They

have to face and conquer various challenges to find the best candidates for their organizations.

The major challenges faced by the HR in recruitment are:

• Adaptability to globalization – The HR professionals are expected and required to keep in

tune with the changing times, i.e. the changes taking place across the globe. HR should

maintain the timeliness of the process

• Lack of motivation – Recruitment is considered to be a thankless job. Even if the

organization is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers.

• Process analysis – The immediacy and speed of the recruitment process are the main

concerns of the HR in recruitment. The process should be flexible, adaptive and responsive

to the immediate requirements. The recruitment process should also be cost effective.

• Strategic prioritization – The emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the

tasks to meet the changes in the market has become a challenge for the recruitment

professionals.

Identifying the appropriate external sources of recruitment

If you want to really max out your efficiency only make calls to people who have been referred

to you by a credible person and who are highly qualified. By only calling referred and

prequalified people you'll eliminate the two major inefficiency problems associated with passive

candidate recruiting‐not getting calls returned and not knowing if the people you call are good

candidates. It's hard enough to get people to return your calls, so getting a return call from a dud

is a real downer.

[89]

If an organization decides to outsource its recruitment processes or activities, it is very important

to find and select a suitable recruitment consultant or consultancies, which can deliver results

according to the needs of the organization. Organization looks for various considerations and

qualities before selecting the suitable recruitment consultant.

• The reputation of the consulting firm in the job market (based on expertise and

experience).

• Who are the consultant’s or firm’s past and present clients.

• Consultant’s expertise and experience (from how long has he/firm been in the business

• Does the recruitment consultant have the requisite resources to complete the targets on

time?

• Get the idea of the effectiveness and the services of the recruitment consultant from its

current and past clients.

Selecting the right recruitment consultant is essential for the effective recruitment processes. A

successful Recruitment consultant is someone who is determinative, focused, and able to create

opportunities for him, works harder and smarter than competitors and continually set and

achieve higher standards.

Recruitment of a candidate with requisite skills & competencies as required for the job position

Finding strong candidates for critical positions was a growing or now a huge problem.

Surprisingly though, most companies are not offsetting this major problem by using a full

complement of all available sourcing tools. From my perspective the problem is overrated. You

can't use yesterday's sourcing ideas to hire tomorrow's candidates. There is definitely an

upswing in the use of employee referral programs as a primary sourcing tool. About 50% of the

respondents indicated it was used regularly and 42% indicated it was an important or extremely

important resource. This correlates closely with a major shift to networking with passive

candidates to generate names with over 50% of those taking the survey indicating this was an

important and effective sourcing channel. What was more interesting was that less than 20%

indicated they were using social networks (ZoomInfo, LinkedIn, Facebook, etc.). Equally

interesting was that far less than 20% of the respondents were using basic Internet marketing

and Web 2.0 concepts to position and write ads. This is a vastly under‐used, low‐cost sourcing

opportunity.

[90]

Making a right fit between the candidate and job requirement

Job Match or Job Fitment is the primary predictor of job success and a challenge for the

Recruitment department. It has greater relevance than factors such as age, experience, training,

and other particulars that employers use to make human resource decisions. Every job or

position has requirements that go beyond the customary job description when you seek

optimum performance and productivity. As an example, jobs that require assertiveness can be

performed by people who have been trained to act assertive, but the job will be consistently

done better by someone who is naturally assertive. When a person’s job duties conflict with

their inborn characteristics, they suffer from tension and stress that can lead to organizational

conflict and employee burnout.

Recruiting a right candidate at the right time

It is also an important matter to be determined for the purpose of recruiting a candidate. One

should consider the time factor to recruit a candidate as it may lead either to over costing if not

recruited at the appropriate time or may lead to suffer the work due to non availability of the

required quality candidate. For this purpose on should make the market analysis, which may

include the availability of the required talent , their demand in the market etc. one also need to

determine the correct time for its requirement.

Ensuring an appropriate panel for recruitment

An organization has various areas of its functioning, so it requires a variety of personnel for its

effective functioning. The same panel cannot be used to recruit the candidate for every required

position in an organization as it may not have the required talent.

The panel should include a member from each of the following field, which include‐:

• A member from hr dept.

• A member from the ethical dept.

• A member from the dept. for which the candidate is to be recruited

Maintaining an appropriate database of the resumes

There are over 40,000 employment related websites on the Internet. Many of those sites feature

resume databases. With those numbers, the task of sourcing for candidates can be tedious and

time consuming at its best. At its worst, trying to manage numerous resume databases and the

free web means strong candidates lost in a sea of clutter as recruiters attempt to search such a

broad and ever changing spectrum.

[91]

Organizations might have an automated system, such as an applicant tracking system, to help

manage the typical recruiting process. However, HR staff often use Microsoft® Office Word,

Microsoft Office Excel, and Microsoft Office Outlook® as supplementary software. This means

that despite having one or more automated systems, if the organization's recruiting solution

does not integrate other tools used by recruiting staff, then the entire process remains

disjointed and manual.

[92]

Chapter 7 SUGGESTIONS & RECOMMENDATIONS

[93]

Compress the "white space" in your hiring process

White Spaces are delays in hiring process that are unproductive, waste time, and virtually assure

you'll lose talented candidates. Often the longest delays occur between critical selection events.

For example, a recruiter may need several weeks to screen a few hundred resumes from the

Web job boards, or candidates who make it through screening may wait weeks to interview with

a hiring manager.

Here at North Delhi Power Limited, the delays occur when the outstation candidates are called

for interviews at Regional branches like Delhi. Sometimes, because of busy schedule of senior

managers and sometimes because of tight schedule of candidate, the interview has to be

postponed. This delay could be minimized by scheduling interviews in the regional locations. It is

recommended to reduce the turnaround time for the recruitment and selection process. It must

be made mandatory for the candidates to take the test, filling up forms etc within the stipulated

time, this will make sure that the candidates do not hold casual attitude and take the

recruitment process more seriously. Additionally it can send across a positive image about the

company. White space in recruitment can be compressed by the use of IT also. Technology (such

as automated or Web‐based tracking) is ideal for eliminating unnecessary steps and reducing

delays.

Tie up with more & more consultants from multiple segments

Since the limited placement agencies are sourcing candidates to all insurance companies, there

often comes the problem of duplication of data. Therefore it is recommended that more and

more consultants should be tied up from multiple segments to attract large pool of new and

fresh talent.

There should be proper utilization of existing manpower

It is very important that the existing manpower should be fully and properly utilized and should

ensure that there should be proper utilization of resources. The employees are fully satisfied

with their job and there should be right man on right job principle should be strictly followed.

Know what you're looking for in candidates

It is observed that the candidates sourced by placement agencies and send for further rounds of

interviews are rarely found suitable by the hiring managers. Therefore, in case there is need to

utilize the service of a placement agency, then it is recommended that these placement agencies

be given a well drafted job description and job specification. This can also be circulated to

internal employees under the employee referral scheme. This will help people to get a clearer

[94]

picture and provide for most suitable candidate, hence making efficient utilization of the existing

resources.

Reduce the pre offer formalities

Pre‐offer documentation includes filling of a lengthy Blue form which includes all personal,

educational and professional details of candidate. This is very time consuming and even after

taking these details from candidate its not sure that offer will be made or not. This also becomes

frustrating for the candidate sometimes. So, it is recommended that unnecessary details should

not be asked before we make the final offer to the candidate. Blue form should be made

concise.

One size doesn’t fit all

An effort must be made to study local condition, education levels. Since applying common test

for all candidates across entire country can overshadow a candidates capabilities. This factor

must be given importance since Indian society is divided on various parameters such as

education, language, infrastructure etc. A test with high level of English and complicated

sentence structure can be a hurdle in areas where language itself is barrier. An option is to have

different tests for different regions.

Blend technology into every aspect of your recruiting and hiring process

Web‐based technology lets you increase hiring speed and quality while reducing costs. Currently,

job boards constitute the biggest use of the Web, offering access to thousands of resumes within

hours. But the Web can also be a powerful tool for screening and qualifying that flood of

resumes. Companies have begun to use the Web to collect and instantly match data on

candidate skills, motivations, and experiences against job criteria. Other uses of Web‐based

technology include online interviewing, candidate assessment and testing, applicant self‐

scheduling, and tracking. Work the Web wisely and you save time for recruiters and hiring

managers and nab top candidates before your competitors can.

Build and manage your candidate pool as a precious resource

A "candidate pool" is a group of individuals who have shown interest in working for your

company and are qualified for and ready to fill certain positions. Rather than undertaking the

time‐consuming process of filling one job at a time, you draw on the candidate pool and fill jobs

as they become available. How do you keep a pool active? Some companies send their

newsletters to pool candidates, give them product coupons, and keep in touch through e‐mail.

Pool management is not easy in a tight labor market ‐‐good candidates often go elsewhere. But

[95]

many organizations, especially those with a reputation as a great place to work, are able to fill

positions quickly using the pool concept.

Create winning impression even on those who are not selected

It’s very important to create a favorable impression of your organization on all those who come

for interview. Those who are not selected in the first round of personal interview should also

carry this impression that they have missed the opportunity to work in a great company. For

this, there must a proper coordination of the interview of the candidate and greater degree of

professionalism. A candidate when invited for a interview must be attended as soon as possible

and should be made to wait for hours together. Interviews conducted on a scheduled time leave

a good impression on the candidate. Even if he is not selected, a good impression about the will

make him recommend the name to his people.

[96]

Chapter 8 CONCLUSION

[97]

North Delhi Power Limited in the last three years embraced the new consumer oriented culture

& moved ahead in its pursuit to drive excellence. The company is the first distribution utility in

the country to provide on‐line information on consumption, billing and payment to all its

consumers. Employees being the prime capital of a performing organization, it is important to

recruit potential candidates to orient and facilitate its process.

In this journey towards constant excellence, NDPL has conducted a ‘Feedback Session’ from the

candidates while attending interviews and HR Services Feedback on Recruited and I was

provided with the opportunity to interpret and analyze the feedback forms. Data collection was

followed by a detailed and thorough analysis with the help of Bar Chart, columnar chart and

Texts statements.

The sole purpose of this project was to identify those areas which resulted in considerable

dissatisfaction and problem in Recruitment department while recruiting a strong candidate. The

weaknesses had to be identified and their causes investigated thoroughly before we could come

up with possible suggestions and recommendations to rectify the same. These were then

forwarded to the company. “The hiring market has always been extremely competitive” and to

find a potential candidate indeed contributes towards the success of the organization. When an

HR department is well aligned, it helps keep the organization on track, and it demonstrates that

HR can make a powerful contribution to the organization.

[98]

Chapter 9 BIBLIOGRAPHY

[99]

WEB SITES

http://www.ndplonline.com/

http://www.naukrihub.com/

www.citehr.com

http://www.marketresearch.com/

http://www.ebscohost.com/

BOOKS

“HUMAN RESOURCE MANAGEMENT” BY P SUBBA RAO

“HUMAN RESOURCE MANAGEMENT” BY SNELL / BOHLANDER

“Total quality management” BY Ahluwalia J.S.

Manuals from the organization

TATA BUSINESS EXCILLENCE MODEL

[100]

http://www.ndplonline.com/

http://www.naukrihub.com/

http://www.citehr.com/

http://www.marketresearch.com/

http://www.ebscohost.com/

Chapter 10 APPENDIX

[101]

10.1 QUESTIONNAIRE 1

Please rate the values in the field indicated. Values are ranked on a scale from 1 to 5 as;

1 strongly disagree

2 disagree

3 neither agree nor disagree

4 agree

5 strongly agree

1. The behaviour of our Security Staff was courteous

1 2 3 4 5

2. The Staff at Reception was helpful.

1 2 3 4 5

3. I found the ambience of the Office appealing.

1 2 3 4 5

4. The representative of HR Dept was helpful and prompts in providing information I asked for.

1 2 3 4 5

. The NDPL website was informative and helped me in preparing for the interview

5

1 2 3 4 5

. While waiting for the interview, I was provided comfortable seating arrangement 6

1 2 3 4 5

7. The interview panel, made me feels comfortable

5 1 2 3 4

. The interview was conducted in a professional manner

4 5

8

[102]

1 2 3

[103]

. The job profile was explained to me by the interview panel

4 5

9

1 2 3

10. The interview was a satisfying experience for me

4 5 1 2 3

11. Given an offer, I will join NDPL

3 4 5 1 2

12. I will recommend NDPL as preferred employer to my friends.

4 5 1 2 3

[104]

10.2 Questionnaire 2 (To b de fille by employees)

Name : ___________________________ Date: June 2009

g

a e ranked on a scale from 1 to 5 as; strongly disagree

disagree

1. about the job vacancy through ° Advertisement

cell

ntion if any other __________________

information.

5

3. edings.

4. ntation on time.

5.

4 5

6. n

7.

4 5

8. 1 2 3 4 5

9.

4 5

Emp. No. : ___________________________ Designation : ___________________________ Department : ___________________________ Date of Joinin : ___________________________ Please rate the v lues in the field indicated. Values ar12 disagree 3 neither agree nor 4 agree 5 strongly agree

I came to know

° Employee referral ° Job fair ° Campus placement° Website° Consultants ° Please me

2. The HR representatives were helpful while providing the

1 2 3 4 I found it convenient to get the information related to recruitment proce 1 2 3 4 5 I was informed about the necessary requirements related to the docume 1 2 3 4 5 I was informed about eligibility criteria in advance. 1 2 3 The seating arra gement was comfortable during the interview process. 1 2 3 4 5 The ambience of the office was appealing. 1 2 3

The interview panel informed me about job profile.

The interview panel was unbiased. 1 2 3

[105]

10.

5

11.

5

12. time.

13. g.

14.

5

15.

m) Location of D artme and facilities 5

Policies of th ompa5

o) Rule d re o e company 4 5

p) Safe measures

q) Term and conditions servic cludin ges, working hours, overtime, holidays etc. 4 5

r) n s and vices employee

s) portunity traini prom on, transfer etc.

t) Bett career annin r the

16. I am ti d wit e wo ssigne me.

1 4 5

17. will recommend my friends to join NDPL.

2 3 4 5

18. uggestion regarding improvement in Recruitment and Selection process of NDPL

_ _______________________________________

I was informed about the condition of work and Hazards (if any). 1 2 3 4

I was informed about the offer letter and the date of joining.

1 2 3 4

I was informed about the details of medical test and other formalities on 1 2 3 4 5 I was guided through the process of filling the forms on the date of joinin 1 2 3 4 5

The induction program on my joining was satisfactory. 1 2 3 4

The induction program includes information like k) A brief history and operation of the company

1 2 3 4 5 l) Company’s organization structure

1 2 3 4 5

1ep nts

2 3 4 n)

1 2 3 4e c ny

1 2 3 s an gulation f th

ty 1 2 3 4 5

s of e in g wa1 2 3 Be efit ser for

1 2 3 4 5 Op for ng, oti1 2 3 4 5

er pl g fo employee 1 2 3 4 5

sa sfie h th rk a d to

2 3 I 1

S

_________________________________________________________ _______________________________________________________________________________________________________________________________________________________

Thank you for your time and patience in completing this survey