Project Report

On
A Study Of
Recruitment Process
BHEL

Preface
With immense pleasure and deep sense of sincerity, I have completed my Industrial training. It is

an essential requirement for each and every student to have some practical exposure towards

real world situations. A systematized practical experience to inculcate self confidence in a student

so that they can mentally prepare themselves for this competitive environment.
The purpose of training are:
1. Developing intellectual ability of student

2. Bring confidence 3. Developing skills 4. Modify Attitudes

Contents
 EXECUTIVE SUMMARY

 COMPANY PROFILE

 RESEARCH METHODOLOGY

 LITERARY REVIEW

 PROJECT
 QUETTIONNAIRE

 FINDINGS

 ANNALYSIS

 SUGGESTION

 LIMTATION

 BIBLOGRAPHY

 ANNEXURE

 CONCLUSION

Executive Summary
The objective of the study is to analyze the actual recruitment process in BHEL and to

evaluate how far this process confirm to the purposes underlying the operational aspects of

the industry. How far the process is accepted by it? The study on recruitment highlights the

need of recruitment in BHEL.

Human resource is a most valuable asset in the Organization. Profitability of the

Organization depends on its utilization. If their utilization is done properly Organization will

make profit otherwise it will make loss. If a good dancer appointed as a Chief Executive

Officer of a Company, he may not run the business. So right man should be procured at right
place in right time, otherwise their proper utilization may not be done. To procure right man

at right place in right time, some information regarding job and job doer is highly essential.

These information are obtained through Job Analysis, Job Descriptions, Job Specifications.

BHEL procure manpower in a very scientific manner . It gets information by use of these

important documents like Job Analysis, Job Descriptions and Job Specifications. Without

these recruitment may be unsuccessful.

Research Methodology
OBJECTIVE OF THE STUDY

In BHEL the recruitment policy spells out the objective and provides a framework for
implementation of the recruitment programme in the form of procedures. The company
involves a commitment to broad principles such as filling vacancies with best qualified
individuals.

The recruitment policy in a company may embrace spell issue such as the extent of
promotion from within, attitudes of enterprise in recruiting old, handicapped and minor
individuals, minority group members, parttime employees and relatives of present
employees.

In a company BHEL, there usually a staff unit attached with personnel or an industrial
relations department designated as employment or recruitment office. This specialization
Of recruitment enables staff personnel to become highly skilled in recruitment techniques
and their evaluation.

However, recruitment remains the line responsibility as far as the personnel requisition
forms are originated by the personnel, who has the final words in the acceptance or
rejection of a particular applicant. Despite this the staff personnel have adequate freedom in
respect of sources of manpower to be tapped and the procedure to be followed for this purpose

SCOPE AND IMPORTANCE OF THE

STUDY
SCOPE
1. To structure the Recruitment policy of BHEL for different categories of
 employees.

2. To analyse the recruitment policy of the organization.

3. To compare the Recruitment policy with general policy.

4. To provide a systematic recruitment process.

5. It extends to the whole Organization. It covers corporate office, sites and

works appointments all over India.
6. It covers workers, Clerical Staff, Officers, Jr. Management, Middle
Management and Senior Management cadres.

IMPORTANCE

Without focusing the pattern of management, organization philosophy highlights on

achieving a surely where all citizens (employees) can lead a richer and fuller life. Every
organisation, therefore, strikes for greater productivity, elimination of wastes, lower costs
and higher wages, so the industry needs a stable and energetic labours force that can
boast of production by increased productivity. To achieve these objectives a good
recruitment & selection process is essential. By which industry strikes right number of
persons and right kind of persons at the right time and at right places through and the
planning period without hampering productivity.

DATA COLLECTION

A sample size of 20 employees are studied for this purpose. Employees of

different unit where randomly administrated the questionnaire

DATA ANNAYSIS
The analysis of data was done on the basis of unit, age and number of
years of experience and factors

Analysis was done using the simple average method so that, finding of the
survey was easily comprehensible by all.
SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In primary source of

data collection the interview schedule and questionnaire and opinion survey were used and in

secondary source of data collection relevant records, books, diary and magazines were used. Thus the

source of data collection were as follows:

PRIMARY
SECONDARY
1. Interview schedule
1. Diary
2. Questionnaire
2. Books
3. Opinion Survey
3. Magazines
4. Other records

I have used structural interview schedule, questionnaire and opinion survey for collection of data from

primary source. Interview schedules were used for workers clerical , category and questionnaires were

used for supervisory and executive cadre and opinion survey was used to know the technology,

perceptions, thoughts and reactions of the executives, employees/workers and trade union members of

the organization.

I have used the secondary source like diary, books, magazines and other relevant records for collection

of data to know about the industry as well as the respondent.

DATA TYPE
Primary as well as secondary data was collected.
RESEARCH APPROACH
Conducting a field survey did a subjective assessment of the qualitative data. The research method

used was that of questionnaire & interview for primary data & an extensive literature survey for

secondary data.

RESEARCH INSTRUMENT

The questionnaire was used as the primary instrument for the collection of primary data which

contained open-ended questions to chance response. In addition the personal interview method was

employed to draw out answers to subjective questions, which could not be adequately answered

through the use of questionnaire.

Preparing Questionnaire

The first task in the process of measuring the level of recruitment of the candidates in BHEL was to

prepare questionnaire. For this purpose a number of questionnaire we studied and finally a

questionnaire where framed.

The questions where grouped under five categories:

1. Company related

2. Environment related

3. Supervision related

4. Growth related

5. Job related

The questionnaire are also ask the employees for the demographic details
regarding:
6. Age
7. Number of years of experience
8. Unit
9. Department
10. Grade
Questionnaire consists of the following things:
•

Which focused on the employee awareness levels regarding benefits provided which & outside the

organization & assessing his overall satisfaction level. This prepared ground for further enquiry &

enabled better analysis of the questions, which followed.

Which focused on specific policies & judged them from different

aspects making the questionnaire in–depth & specific.
•
Which consisted of open-ended question, inviting views &
suggestions from the respondents.
I
NTERVIEW
Interviews lead to a better insight to subjective & open questions almost
all interviewees responded.
SAMPLE UNIT
The sample unit consisted of all the departments of BHEL.
SAMPLE FRAME
Consisted of a comprehensive list of all the employees of BHEL.
SAMPLE SIZE
Sample size=20 out of universe of 500.
SAMPLE DESIGN
Care was taken to choose the sample based on considerations like age, sex
& work experience of respondents thus enabling better representations of

the heterogeneous population. However, the sample design was that of “convenience sampling” or

“haphazard sampling” only. The time consideration & size of population were major factors in

determining choice of sample design.

Questionnaire
1.Candidate willingness to join the company
o

Reputation of the company

o

Salary Package
o
Working Environment
o

Job Prospect
o

Location of the Company

o

Career growth opportunity

2.Most reliable type of interview
o

Behavioral
o

Situational
o

Stress
3.Best way to recruit people
o

Advertisement
o

Walk-ins
o

Search firms
4.Response given by the staff about their query
Agree/Disagree
5.How candidates are recruited in the company
o

Written exam
o

Written exam & Interview

o

Written exam, G.D Interview

6.Job specification of the response of the employee
Yes/No
Attitude of H.R Manager
o
Good
o
Very good
o
Excellent
8.The primary source of information for recruiting people should be
o
Managerial
o
Testing
o
Recruiters themselves
o
Job analysis
9.Opinion about BHEL Company’s Application on Blank
o
Good
o
Very good
o
Excellent
Theoretical Concept
"An excellent student affairs staffing program begins
with hiring the right people and placing them in positions
with responsibilities that allow them to maximize their
skills, knowledge, and talents in the pursuit of student
affairs purposes . . . The first commandment for student
affairs administrators, therefore, is to hire the right
people. The second commandment is to do it the right
way."

DEFINATION

Recruitment is the process is seeking out and attempting to attract individuals in external labor

markets, who are capable of and interested in filling available job Vacancies .Recruitment is an

intermediate activity whoseprimary function is to serve as a link between human resource planning on

the one hand and selection on the other.

To Recruit Means To Enlist, Replenish Or Reinforce.

Recruitment begins by specifying the human resource requirements, initiating activities and actions to

identify the possible sources from where they can be met, communicating the information about the

jobs, term and conditions, and prospectus they offer, and enthusiast people who meet the requirement

to respond to the initiation by applying for the jobs.

AIM

The aim of recruitment is the information obtained from job description and job specification along

with precise staffing standards from the basis for determinig manpower requirement to attain the

organizational objective.
Recruitment Needs Are Of Three Types:
1
Planned, anticipated and unexpected planned need arise from changes, in
organization and retirement policy.
2
Resignations, deaths and accidents and illness give rise to unexpected
needs.
3

Anticipated needs refer to those movements in personnel which an organization can predict by

studying trends in the internal and external requirements.

Features Of Recruitment:
1
Process or series of activities rather than a single act or event.
2
A linking activity as it brings together those with the jobs(employer) and
those seeking jobs(prospective employees).
INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the specified

requirement. It would be desirable to utilize the internal sources before going outside to attract the

candidates. The two categories of internal sources including a review of the present employees and

nomination of the candidates by employees.

Merits and Demerits of Internal Recruitment.

Merits.
Following are the merits of the internal source of recruitment;
1. Increase in Morale
Recruitment through the internal sources, particularly promotion,

increases the morale of the employee. Every body in the organization know that they can be promoted

to a higher post, their morale will be boosted and their work efficiency will increase.

2. Better Selection
The people working in the enterprise are known by the management and for
selection higher post does not carry any risk as the employees are known.
3. Economical Internal
Internal sources is highly economical because no expenditure is involved in locating the source of

recruitment and no time is wasted in the long process of selection. More over, these employees do not

need extensive training because they already know about all the works of the enterprise.

4. Labor- turnover is Reduced

When the employees know that they can be promoted to higher posts, they do not leave the enterprise.

As a result of this policy labour turnover is reduced and the status of the company increases.

5. Better Labour-Management Relation

When the internal source of recruitment is used the employees remains satisfied
which leads to the establishment of better labour-management relationship.
Demerits
The internal source of recruitment of employees suffer from the following
demerits:
1. Check on Young Blood
The defect of the internal source of recruitment is that the young people fully
equipped with the modern technical knowledge remain excluded
from the entry in enterprise. As a result, the old people run the enterprise with
the old ideas and experience.
2.Limited choice.

The internal recruitment of the employees reduces the area of choice. The reduction in the area of

choice means less number of applicants. The choice is to be made out of people working in the

enterprise.

3.Encourages Favoritism.

Internal source encourages favoritism in this system, the superiors usually select their favorites.

Sometimes even a less capable person is selected which harms the enterprise. In this system ,

generally the personal impression of the managers about the employee is given preference for

selection.

EXTERNAL SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of
consultant and Advertisement
Merits and Demerits of External Recruitment
Merits.
The external recruitment has the following merits:
1.Entry of young blood.
Recruitment through external source brings in new persons with modern ideas
which can be profitable for the organization.
2.Wide choice.
The use of external source of recruitment increases the number of candidates and widen
the choice. The managers judge the capabilities of the applicants and select the best ones
for appointment.
3.Less Chances of Favouritism.
All the candidates, under this system of recruitment, are new for the managers
and this exclude the possibility of favouratism

Demerits.
In spite of many merits, the system of recruitment from external sources is not
free from defects. Its chief demerits are:
1.Decrease in Morale of Existing Employees.

By adopting the system of external recruitment the chances of promotion of the present employees

come to an end. Since there is no hope of any promotion the morale of the employee decreases and

they do not perform their work with dedication.

2.Chances of Wrong Selection.

There are chances of wrong selection due to non-availability of information in case of external

recruitment. If the wrong selection will upset the working condition of the organization.

3.Costly Source.

The external source of recruitment involves expensive advertisement, long selection process and

training after selection which increases organizational expenditure.

4.Increase in Labour-turnover.
When the employees know that they cannot be appointed on high posts in the
 enterprise, they leave the organization at the first available opportunity, and as a result an increase in
the labour-turnover which lowers the prestige or the
reputation of the enterprise.
5.Detorioration in Labour-Management Relationship.
Making use of the external source of recruitment affects the present employees
and there is an increase in the incidents of strikes and lock-out

OBJECTIVES OF RECRUITMENT
To attract people with multidimensional skills and experiences that suit
the present and future organizational strategies.
•
To induct outsiders with a new perspective to lead the company.
•
To infuse fresh blood at all levels of the organization.
•
To develop an organizational culture that attracts competent people to the
company.
•
To search or head hunt/head pouch people whose skills fit the company’s
Values.
•
To devise methodologies for assessing psychological traits.
•
To seek out Non Conventional development grounds of talent.
•
To search for talent globally and not just within the company.
•
To design entry pay that competes on quality but not on quantum.
•
To anticipate & find people for positions that do not exist yet

Steps on Recruitment Process

The recruitment process consist of the following steps:
•

Generally begins when the personnel department receives requisitions for recruitment from any

department of the company the personnel requisitions contains detail about the positions to be filled.

number of persons to be recruited, required from the candidate, terms and conditions of employment

and at the time by which the persons should be available appointment etc.
•
Locating and developing the sources of required number and type of
employees.
•
Identifying the prospective employees with required characteristics.
•
Communicating the information about the organization, the job and the
terms and conditions of service.
•
Encouraging the identified candidates to apply for jobs in the
organization.
•
Evaluating the effectiveness of recruitment process.

CONCEPTUAL FRAME WORK OF

RECRUITMENT PROCESS

Human resource Management classically pertains to planning; recruitment, selection, placement,

induction, compensation, maintenance, development, welfare etc. of Human Resources of any

organisation to enable the organization to meet its objective while also enabling the human resources

to attain their individual goals.

As is evident from the definition of the concept the entire theme revolves centrally around human

resource and its role in enabling simultaneous satisfaction of individual and organizational goals.

The immediate conclusion that follows from this is that the prime movers of the organisation are the

individuals. The process of bringing employees into the folds of organisation is termed as recruitment

and can be unambiguously treated as the central pillar for foundation stone of the entire concept of

human resource management.

It is easy to see why recruitment has accorded such a high position out of the
various facets of human resource management. The reason is simply that unless one has human
resource in the organisation whom will the human resource managers manage or whose energy will
they channalise productively and usefully.
Keeping this idea into mind this Projects is an attempt to study various options that are available both
theoretically as well as practically for an organisation to launch itself into the task of recruitment.
METHODS AND TECHNIQUES OF RECRUITMENT
In a company recruitment sources indicates where human resources may be procured, the recruitment
methods and techniques deal with how these resources should be tapped. As soon as the manpower
manager has determined the personal qualities required on the part of an individual to fill an vacant
position and visualized the possible sources of candidates with these qualities, his next step relates to
making contact with such candidates. There are commonly three methods of recruitment which
company follows:
1.DIRECT METHOD
2. INDIRECT METHOD
3.THIRD PARTY METHOD

The BHEL has the following way which it

follows for recruiting the person
A.PURPOSE
The purpose of the company is to define the procedure of Recruitment &
Selection in the company.
B.SCOPE
The scope of the company is to find the individuals seeking employment
in the company.
C.RESPONSIBILITY
The Responsibility is on the Manager-HRD/Operations Director-EAI
Systems/Operation Director-TPB-India.
D.AUTHORITY
The Authority in the company is commenstrate with responsibility
E.PROCEDURE STEPS
1.MAN POWER RECRUITMENT
•
As and when the need arises , the Manpower Requirement Form is dually filled by the
HOD/Group Manager of the concerned department and forwarded to the HRD
Department.
•
The HRD Department initiates activity on the recruitment once the
"Manpower Requirement" form is approved by MD.
•
All "Manpower Requirement "Forms are maintained by the HRD
Department.
2.IDENTIFYING SOURCES OF RECRUITMENT
On the basis of Manpower Requirement Form a recruitment source is
identified. The source of recruitment could be external or internal.
INTERNAL SOURCE OF RECRUITMENT
•
Internal Transfer/Promotion with necessary screening, training and selection to meet the
specified requirement. It would be desirable to utilize the internal sources before going
outside to attract the candidates
The two categories of internal sources including a review of the
present employees and nomination of the candidates by employees.

The COMPANY suggests that the effective utilization of internal sources necessitates an

understanding of their skills and information regarding relationships of jobs. This will provide

possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous

attempts to lay off employees in one department and recruitment of employees with similar

qualification for another department in the company. Promotions and Transfers within the plant where

an employee is best suitable improves the morale along with solving recruitment problems.

These measures can be taken effectively if we established job families through job analysis

programmes combining together similar jobs demanding similar employee characteristics. Again,

employee can be requested to suggest promising candidates. Sometimes in a company the employees

are given prizes for recommending a candidate who has been recruited. The usefulness of this system

in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing

difficulty to management.

Therefore, in this company before utilizing the system attempts should be made to
determine through research whether or not employees thus recruited are effective on
particular jobs. Usually, internal sources can be used effectively if the number of
vacancies are not very large, adequate, employee records are maintained, jobs do not
demand originality lacking in the internal sources, and employees have prepared
themselves for promotion.
EXTERNA L SOURCE S OF RECRUITMENT
An external source of Recruitment is considered from the combination of
the following options:
CONSULTANT
Consultant are given the requirement specifying qualifications, experience and all other
necessary details. In consultant we considers the employment agencies, educational and
technical institute, casual, labor and mail applicants, trade unions and other sources. Our
company have developed markedly in large cities in the form of consultancy services.
Usually this company facilitate recruitment of technical and professional personnel.
Because of their specialization, they effectively assess the needs of their clients and
aptitude and skills of the specialized personnel. They do not merely bring an employer
and an employee together but computerize lists of available talents, utilizing testing to
classify and used

advance techniques of vocational guidance for effective placement

purposes.

Educational and technical institutes also forms an effective source of manpower supply. There is an

increasing emphasis on recruiting students from different management institutes and universities'

commerce and management departments by recruiters for positions in sales, accounting, finance,

personnel and production. These students are recruited as management trainees and then placed in

special company training programmes. They are not recruited for particular positions but for

development as future supervisors and executive.

Indeed , this source provides a constant flow of new personnel with leadership personalities.

Vocational schools and industrial training institutes provides specialized employees, apprentices, and

trainees for semiskilled and skilled jobs. Persons trained in these schools and institutes can be placed

on operative and similar jobs with a minimum of in plant training. However, recruitment of these

candidates must be based on realistic and differential standards established through research reducing

turnover and enhancing productivity.

The enterprise depends to some extent upon casual labour or"applicant at

the gate" and mail applicants. The candidates may appear personally at

the company's employment office or send their applications for possible vacancies. According to

company the quality and quantity of such candidates depend on the image of the company in
community. Prompt response to these applicants proves very useful for the company. The company

find that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful

screening. Despite these limitations, it forms a highly inexpensive source as the candidates themselves

come to the gate of the company. It also provides measures for a good public relations and

accordingly , the candidates visiting the company must be received cordially.

Trade unions are playing an increasingly important role in labour supply.

In several trades, they supply skilled labour in sufficient numbers. They also determine the order in

which employees are to be recruited in the organization. In industries where they do not take active

part in recruitment, they make it a point the employees laid off are given preference in recruitment.

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

In addition to the above sources, several organizations develop sources through voluntary
organizations such as clubs, attracts employees of competitors looking for a change or
good prospectus for employment, utilize women, older workers and physically
handicapped for specific positions where they are best suitable, and use the "situation
wanted" advertisement in newspapers.
3.SELECTION
A .SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in

Newspaper/Magzine are screened by HRD Department in consultation with the
concerned department.
B.INTERVIEW CALL
The shortlisted candidates are contacted for interview through an interview
call letter/telephone call/e-mai l or through the consultants

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

CANDIDATES WILLINGNESS TO JOIN THE COMPANY

From the chart it can be understood that most of the employees are inspired by the

working environment of the company which resembles the personal traits of the Indians. I

can also see that matters much followed reputation of the company and salary package

which comprised 11% and 16% respectively. Job prospect plays a minor role in the

minds of a candidate who had already joined the company. Location of the company

(which comprised 5% of the sample size) where majority of the employees are qualified

with technical who in most of the cases dare to bother it

MOST RELIABLE TYPE OF INTERVIEW IS

I tried to find out the most reliable type of interview according the employee. They

expressed different view. According to the sample employees. I found that behavioral

interview is most reliable and this view was supported by 36% of the sample employees.

Similar support was begged by the situational interview, while 26% structured interview and only 7%

favoured stress interview. Corresponding to this data I have drawn a pie chart above: -

In BHEL all the applications received in each branch/function (HR or Finance) will be

separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of

professional course and only the required number (according to the ratios mentioned) starting from the top will be called for

written test in each discipline of Engineering/Function (HR or Finance). In case of a tie at cut-off marks, all the candidates

scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in

Hindi & English. Based on merit and requirement, the short-listed candidates will have to appear for Psychometric Test and/or

Behavioral Assessment Interview followed by Personal Interview. Candidates will be invited for Psychometric Test and/or
Behavioral Assessment Interview followed by personal interview, in order of merit on the basis of Written Test performance.

In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for interview.

The candidates are advised to ensure while applying that they fulfill the eligibility criteria and other requirements mentioned in

this advertisement and that the particulars furnished by them are correct in all respects. In case it is detected at any stage of

recruitment process that the candidate does not fulfill the eligibility criteria and/or does not comply with other requirements of

this advertisement and/ or he/she has furnished any incorrect/ false information or has suppressed any material fact(s), his/her

candidature is liable to be rejected. If any of the above shortcomings

FINDINGS
1. Under recruitment Procedures Requisition System is incorrect because the

replacement does not require fresh approval, unless it is in place of termination.

2. The data banks are not properly maintained.

3. The dead bio-data are never being destroyed.

4. Proper induction is not given to all the employees. It reserves to only a few levels.

5. Salary comparison is not justifies. Old employees are demoralized by getting less

surely then new employee.

6. Salary fixation has a halo effect .

7. Recruitment procedure is not fully computerized.

8. Manpower’s are recruited from private placement consultancy, who are demanding high amount of fees,

where as HRD Department is not fully utilised to recruit manpower by advertisement.

9. Before recruitment cost benefit analysis is not done properly. It causes manpower
surplus which makes loss in the industry.
10. Manpower is recruited from reliable source however efficiency does not recognise.

RECOMMENDATION

1.Fresh requisition requires approval and not replacement.

1. The Data Banks should be computerised.

2. The dead CVs should be destroyed.

3. Each level of employee should be formally inducted and introduced to the Departmental Head. If not all

levels, at least Asst. Manager and above category of employees.

4. Salary comparison should be seriously done to retain the old employees.

5. Proper salary structure to be structured to attract people and make it tax effective.
6. Cost benefit analysis should be alone before creating a position or recruitment of

manpower.

7. Recruitment process should be fully computerised.

8. External source should be given equal importance with internal source. By which new

brain will be inducted in the company with skill, talent, efficiency etc.
9. Manpower planning should be followed before recruiting.
10. Proper inquiry should be done regarding previous employment of a candidate before
recruitment to avoid industrial disputes.

BIBLIOGRAPHY
 Principles and practice of Management –by C.B. Gupta.

 Human Resource Development – by U.B. Singh

 Management of human Resource.

 Dynamic of personnel administration by M.N. Rudrabasavaraj.

 www.BHEL.com

 BHEL manual

CONCLUSION

Studying the recruitment procedures of BHEL., analysing the respondents answers, opinion survey

and date analysis the researcher came to a conclusion that BHEL is a growing Company. It has a

separate personnel department which is entrusted with the task of carrying out the various efficiently.

The business of BHEL is carried on in a very scientific manner. In the saturation point of business it

need not waste the time to diversify into the another business. Management understands the business

game very well. At the time of difficulty it takes necessary action to solve the problem. Now the

personnel department of BHEL is in infancy stage. It always try to modernize the department. It
strongly believes in manpower position of the organization because it knows in the absence of ‘M’ for

man all ‘Ms’ like money, material, machines, methods and motivation are failure. It always tries to

develop the human resources. In the absence of right man, material, money, machines all things will

not be properly utilized. So it always recruits manpower in a scientific manner

OPINION SURVEY:
Certain schemes yield more fruitful results in certain conditions and with some specific
objectives. Needless to say that management practices differ from organisation to
organisation. But the fact is that success does not follow automatically, the people who
implement the system that matters just as the authority without acceptance have no
meaning. Recruitment process without trust of employees and organisation has no value
how hobble the objective may be so an attempt is made to study the attitude of those who
are participating in recruitment process before giving any suggesting and concluding
remarks. For this purpose research has taken opinion of 20 executives and 50
worker/employee of different departments/sections of the organisation.
The questionnaire prepared and circulated may them is reproduced below indicating their
responses to each question.
An example of a Questionnaire circulated among
executives
Yes
No
No R esponse
1. Are you in support of recruitment policy?
2. Whether the existing recruitment policy is linked
to productivity?
3. Do you feel that manpower recruitment has been
rationalised by way of automation?
4. Whether the existing recruitment policy is getting
40%
40% 10% 70%
50%
50% 80% 20%
10%
10% 10% 10%
will supports for the top management?
5. What are the benefits you are deriving from the
 existing recruitment policy?

a) Reduction on labor cost?

b) Effective utilisation of human resources?

c) Maintaining timing in recruitment and staffing

schedule?

6. Do you feel that job evaluation and job analysis helps in manpower recruitment in your organisation?

7. Do you think that the personal recruited from external sources is more desirable than the internal

sources?

8. Whether cost benefit analysis is done before

recruitment?
9. Are you satisfied with the existing recruitment
system of the organisation?
10. Do you feel that performance appraisal helps in
recruitment process?
11. Do you feel that training will effect to recruitment
process?

60% 25% 60%

85% 10% 30%

35%
65%

30% 65% 30%

5%

80%

60%

55%
25%

10% 10% 10%

10% 10% 10%

10%
10%
12.Do you think job rotation will affect the
recruitment policy?
13. How are you controlling the shortage and excess of
 manpower?

A) By employing casual worker

b) By employing extra hours

c) By lay off / retrenchment

65%
50%

90% 90% Nil

25%
40%

Nil

Nil

90%

10%
10%

10% 10% 10%

From the response indicated above it appears that the prevailing recruitment policy has definite impact

on the organisation. Most of the executives showed positive response to different questionnaires by

virtue of manpower planning they used proposed deletion of manpower planning they used proposed

deletion or addition of man in the organisation for a planning period. The excess or shortage are being
adjusted and hence misutilisation is mere chance. The executives did not respond to the lay off and

retrenchment for reduction in available human resources. Form the questionnaires it appears that the

managerial staff are only interested for filling of the vacancies of higher post from out of the internal

sources. This attitude will seize the professional approach of the organisation and may not able to

induct fresh brain. From the answers of most of the managers it is observed that they want entry of

new managers should be avoided and fresh recruitment shall be limited up to only staff cadre and not

above that. From the answers of most of the executives it appears that cost benefit analysis is not

properly followed by the organization and job rotation also not followed properly in the organization

which make an employee all rounder in all respects. By which, in the absence of an employee the

work will not discontinue.