PROJECT REPORT

ON

Recruitment & Selection

AT
Suzlon Energy Ltd, new delhi
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE MASTER IN
BUSINESS ADMINISTRATION (MBA), BATCH 2016-2018

SUBMITTED TO, SUBMITTED BY,

RASHMI

MBA 3rd Sem.

Roll No.

STUDENT DECLERATION

The project has been undertaken as a partial fulfillment of the requirement

of the award of the degree of Master of Business Administration of
Uttarakhand Technical University, Nainital
The project was executed during the summer break after the MBA 2nd
semester under the supervision of Mr. Jay Prakash
Further, I declared that this project is my original work & the analysis &
finding are academic purpose only .this project has not been presented in
any semester elsewhere for the award of any degree or diploma.

SIGNATURE , RASHMI
MBA 3rd Sem.

ACKNOWLEDGEMENT

The satisfaction that accompanies successful completion for any task would we
incomplete without mention of the people without the mention of the people who
made it possible. I consider it may great privilege to have worked under the
expert guidance of Mr. Jay Prakash .(HR manager), his guidance, suggestion
and constant encouragement saved me from many pitfalls through the time of my
training. I also want to express my gratitude toward Mr.Deshmukh Sir. (Training
& Placement Officer) for his constant guidance and his support.
I am very thankful to Suzlon Energy Ltd. For trusting in me. I am also
indebted my Teachers my sincere go to all the particulars of the training that
extended help willingly and made the training highly enjoyable.

Student name:
RASHMI

PREFACE:

Human Resource Management is both an academic theory and a business

practice that address the techniques of managing workforce. The
theoretical discipline is based on the assumption that employees are
individual with varying goals and need, and such should not be thought of
as bonded labor or can be purchased at price. The field takes a positive
view of employees and study of practice followed by organization to
manage this intellectual capital for their maximum satisfaction , so that they
can work to the best of their ability. So, as a MBA student I must know
the practical implication of concept of Human Resource Management ,
Phonics Group of Institutions has gives me this golden opportunity to
meet his end, by means of this project work.
Project work consist of visit to the company and collecting the
information about the practice being followed there, as an HR student my
aim was to get a deep insight into HR functioning and to know about the
vital role that HR department lays in functioning of other department.
I have done my project work Suzlon Energy Ltd, Jaisalmer
(Rajasthan) as a requirement of degree of MBA. I hope to provide
relevant information about the various HR function of the organization
in a nutshell by means of this report. It had been a constant
endeavor to remain informative and to the point.
 Chapter 1
EXECUTIVE SUMMARY

EXECUTIVE SUMMARY
It s a pleasure to do a project in a company like Suzlon Energy Ltd, which is a
market leader in wind mill sector. It s an honor given by the company to us to work
for two months on new International environmental concept of carbon trading i.e.
Clean Development Mechanisms.
The ultimate goal behind undertaking this project work was to know and make
aware to Public about global warming and their effect to biosphere and
contribution of wind (Non conventional) energy to protect the global environment
from green house gas with its consequences.
Suzlon Energy Ltd is one of India s leading wind power generators having its
branches in
USA, GERMANY, AUSTRALIA DENMARK, NETHERLAND and CHINA.
Suzlon has been committed to a clean and green environment. Suzlon specializes
in providing total solutions in Wind Power generation with cohesive integration of
consultancy, design, manufacturing, installation, finance, operation and
maintenance services. The start of this millennium saw Suzlon capture the largest
market share in Asia and feature amongst the top five in the world. Suzlon has
developed some of the largest wind parks of over 338 MW in Dhule, 163.75 MW
in Sangli. Senergy global a sister concern of Suzlon energy is implementing the
CDM projects in India. The targeted customers are Suzlon windmill owners, as
windmill projects are eligible for CDM benefits. Senergy global is assisting
Consumers to avail CDM benefits. It helps them to get registered from UNFCCC
and to get them optimum possible benefits. This comes as value added service
since Suzlon is concerned about its customer long term benefits & customer
retention policy. Through this project one can get insight of carbon trading which
is fast evolving, as a weapon to counter act increasing green house gas emission
thus saving our environment .The main job is to educate consumer about CDM
benefits and convey the schemes of Senergy global and help them to register for
CDM benefits. Many options under CDM could create significant co-benefits in
developing countries, addressing local and regional environmental problems and
advancing social goals. For developing countries that might otherwise give priority
to immediate economic and environmental needs, the prospect of significant
ancillary benefit should provide a strong inducement to participate in CDM. As in
the present scenario Government is promoting Green Power Projects as an
alternative option for conventional energy projects hence there is wide potential in
green power projects. At the same time all the wind power plants are eligible to get
the CDM benefits hence it is also a promising field of extra revenue for clients and
also a great carrier opportunity in marketing field. After the small and mid sized
companies, big players like Reliance, Airtel, Birlas are next to explore options of
cashing in on efficient production technologies to boost the profitability, as
polluting foreign companies rush to meet international deadlines starting next year.
India is the largest producer of carbon credits.
Senergy Global is a reliable player in this field and is providing their clients not
only consultancy but also it helps their clients in actual sale of the CER s in the
market as it has a wide range of the products and also expertise in this sector. This
gave me a great opportunity to get into this field and an option for promising future
carrier. I have opted this as my summer project as I was going to get opportunity to
work right from giving presentation to client, follow up and finally executing the
agreement. Our field of operation was mostly in
1) Pune
2) Mumbai
3) Kolhapur
4) Ichalkaranji
5) Sangli
6) Hubli.

As major client base of Suzlon is located in Western region and our target
customers were the existing customers of SUZLON.
During the course project I came across 50 clients out of which I made 22
agreements for Senergy Global and some are on hold waiting for the client
feedback. The major finding of our project was that there is great potential in CDM
and on the other hand there is less awareness about the CDM concept.
 Chapter 2
RESEARCH
METHODOLOGY

2.0.0 Research Methodology

2.1.0 Type of Questions
2.1.1 Objective of study
2.1.2 Secondary Data
RESEARCH METHODOLOGY

PRIMARY SOURCE

Definition:-

Research is a careful or critical inquiry or examination in seeking facts or

principles, diligent investigation in order to ascertaining something. The process in
which data/facts is collected to solve the problem in a most effective manner is
known as Research Methodology. The data, which a researcher collects, is divided
into two types, which are based on nature of collecting data. They are as follows: -

PRIMARY DATA:

It is the method in which the data is collected by on field research. These are the
data collected or gathered specially for the project in hand. The sources of primary
research are-
Personal Interviews
Questionnaire Interviews
Telephonic Interviews
Survey Method
Observations

COLLECTION OF DATA THROUGH QUESTIONNAIRES

METHOD:

This method of data collection is quite popular, particularly in case of big

enquiries. It is being adopted by private individuals, research workers, private and
public organizations and even by governments. In this method, a questionnaire is
sent to the persons concerned with a request to answer the questions and return
questionnaire. A questionnaire consists of a number of questions printed or typed
in a definite order on a form or set of forms.

Our questionnaire was of following type

Structured-non-disguised

A structured questionnaire is a formal list of questions framed to get the facts. The
interviewer asks the questions strictly in accordance with a pre-arranged order.
 Structured-non-disguised - A structured-non-disguised questionnaire is
one
where the listing of questions is in a pre-arranged order and where the object
of enquiry is revealed to the respondent

TYPES OF QUESTIONS

In our research we have Open ended questions, Dichotomous questions&

Multiplechoice questions for our questionnaire. And their details are as follows
The second important aspect in the designing of a questionnaire is to decide which
types of questions are to be used. Questions can be classified in various ways. One
way of classification is as follows-

1. Open ended questions An open-ended or simply open or free answer

question gives the respondent complete freedom to decide the form, length and
detail of the answer. Open questions are preferred when the researcher is interested
in knowing what is uppermost in mind of the respondent. However, open questions
pose certain problems. At the time of actual interview, it becomes difficult for the
interviewer to note down the respondent s answer verbatim.

2. Dichotomous questions a dichotomous question has only two answers in the

form yes or no , true or false , use or do not use etc. There cannot be a third
answer. However, in some cases, there may be a third answer, which may come
from those who do not want to take a definite stand one-way or other.

3. Multiple-choice questions in this type the respondent is offered two or more

choices. The marketing researcher exhausts all the possible choices and the
respondent has to indicate which one is applicable in his case.
OBJECTIVES OF THE STUDY:-

a. To assess services provided by Suzlon Energy.

b. To know about the general awareness about CDM.
c. Most preferred sources of information.

One of the objectives for carrying out survey is to assess the conditions of the
services provided by the Suzlon Energy. Senergy Global is sister concern of
Suzlon Energy hence a person who is satisfied by the services of Suzlon will only
be willing to go with Senergy Global.
SECONDARY DATA:-

The secondary data are those which have already been collected by someone else
and which have already been passed through the statistical process. When the
researcher utilizes secondary data, then he has to look into various sources from
where he can obtain them. In this case he is certainly not confronted with the
problems that are usually with the collection of original data. Secondary data may
either be published data or unpublished data. Usually published data are available
in:-

1. Various publications of the central, state or local governments;

2. Various publications of foreign governments or of international bodies and their
subsidiary organizations;
3. Technical and trade journals;
4. Books, magazines and newspapers;
5. Reports and publications of various associations connected with business and
industry, banks, stock exchanges, etc.;
6. Reports prepared by research scholars, universities, economists, etc. in different
fields.
7. Public records and statistics, historical documents, and other sources of
published information.

In case of our project the main sources of secondary data were from Company
existing data, Internet , Technical and trade journals.

Samples:
Samples considered from universe were from the Non-conventional Energy
sector.

Sample Size:
Sample size considered for our project was actually from the existing customers of
Suzlon Energy Ltd. which was around Fifty.

Sampling Techniques:
Sampling technique used by us was Deliberate Sampling since the samples were
selected from wind power sector and that too the existing clients of Suzlon Energy
Ltd.
Some of the secondary data collected from Internet is given below-
A. (Kinds of wind project in India sector wise)

KIND OF CDM PROJECTS IN INDIA

HFC
WIND
BIOGAS
GAS TO ENERGY
BIOMASS
SOLAR
OTHER

B. (Market Share of Suzlon in India)

C. (Market Share of wind farms in 2006)

Awareness about CDM

YES
NO
 Chapter 3

OBJECTIVE OF STUDY
OBJECTIVE OF THE STUDY

1. To study the Clean Development Mechanism, which provides knowledge of

global warming and its effect on biosphere & its application in business revenue
cycle

2. To know how global warming compels United Nations to think on it, and
formation of UNFCCC.

3. To obtain the information of Kyoto protocol and its resolution for reducing
carbon level of environment by 5.2% of 1990 level.

4. To study and gain knowledge of wind power (Non- conventional Resource) and
its role in carbon trading.

5. To find out awareness and penetration of CDM project through primary and
secondary research methodology.

6. To give extra benefit to the customers for their satisfaction and customer
retention by executing the deals till PDD documentation.

7. To study how developing countries will get benefit from the project activities
resulting in certified emission reductions (CERS) and on the other hand how
developed countries will get benefit by using the CERs to meet their commitments.

This project gives the idea of how the consumer receives the extra benefits and
their inclination towards the extra income. The prime purpose of this study was to
find out consumer behavior as a part of marketing mix and understand why and
how the companies provides extra benefits to achieve customer satisfaction &
customer retention to have edge on competitors.
 Chapter 4

SCOPE OF THE PROJECT

SCOPE OF THE PROJECT

Scope:

1. There is wide potential in wind power sectors due to growing need of electricity
in each and every sector and hence these projects can fetch a large amount of
revenue through CDM benefits.

2. Production of electricity (non-conventional resource) gets continuous

encouragement from Ministry of Environment and Forestry (MOEF) Clean
Development Mechanism provides extra revenue to the investors along with tax
benefits in non-conventional resource sector.
 Chapter 5

COMPANY PROFILE

5.0.0 Company Profile

5.1.0 Mission
5.1.1 Vision
5.1.2 Corporate Philosophy
5.1.3 Company Details
5.2.0 Competitors
COMPANY PROFILE:

Suzlon Energy Ltd is the flagship company of the dynamically growing Suzlon
group. Renowned for its in-depth technical expertise and strong financial base,
Suzlon specializes in providing total solutions in wind power generation with
cohesive integration of design, manufacturing, installation, operation and
maintenance services. The start of this millennium saw Suzlon captures largest
market share in the growing Asian markets and featuring amongst the top ten in the
world. Sustained superior performance by Suzlon wind turbine generator (WTG)
over the years have carved out a strong reputation for the company and fuelled
vigorous growth. To meet the rapid growth plans; the company s human resource
base worldwide has crossed the 10,000 mark. Suzlon selected nearly 28 sites of
wind park in states if Maharashtra. Already two major wind park i.e. Kaudya
Dongar wind park Supa in Ahmednagar and Vankusawada wind park in Satara is
filled with wind turbine generators of 57 MW, 201.6 MW capacity respectively.
The site has a mean annual wind speed of 22.08 kmph at 30m height, producing a
average of 26,00,000 unit of electricity from 1MW Wind Turbine Generator.
Suzlon has different range of WTGs i.e. 350 KW, 600KW, 1MW, 1.25MW,
1.5MW and 2MW.

Senergy Global (SG) the sister concern of Suzlon started in India working with
Suzlon on the project on Clean Development Mechanism having corporate office
at New Delhi. Senergy Global s objective is to work with Suzlon s existing
customer along with the new customers and providing them extra benefits from
carbon trading through Kyoto protocol of UNFCCC. Senergy Global renders
following services to national and international project developers from within
India and other developing countries:
1. Purchase of generated Certified Emission Reductions (CERs) from CDM
projects.
2. Banking of Certified Emission Reductions (CERs) and trade advisory services.
3. Project identification consultancy
4. Technical assistance in completing various stages of project development.
5. Documents review & analysis
6. International negotiations for sale of Certified Emission Reductions.
7. Technology transfer and overseas Equity Participation assistance.
8. Spot CERs delivery for meeting commitments/delivery targets.
9. Kyoto risk assessment & management facilities for existing as well as upcoming
activities.
MISSION: Suzlon has been committed to a clean, green and healthy environment.
Torchbearers of eco- friendly energy, Suzlon has taken proactive steps to create
awareness amongst the corporate community for the need of a Greener
Tomorrow. It has consistently been part of the mission to educate, inspire and
empower people towards protecting the environment.

VISION: Asia s fasted growing fully integrated wind power company ranking
among world s top ten has a vision to be number one in wind sectors. Other visions
are Create Global Market. Adapt Global Technology. Maintain Global standard
and Quality. Build Global team and Global Rewards.

CORPORATE PHILOSOPHY: To Integrate the company and its people into

wholesomeness and to be competitive enough to bridge the past, the present and
future with common Thread. Suzlon s main philosophy is WE ARE BECAUSE OF
INNOVATIVES .
COMPANY DETAILS:
February 16, 2000 Suzlon Green Power Limited becomes operational
March 1, 2001 Formation of AE Rotor Holding B.V, The Netherlands, a wholly
owned subsidiary of Suzlon Energy Limited
March 9, 2001 Germanischer Lloyd, the premier International Certifying
Agency, type certifies Suzlon's 350KW Capacity Model
June 8, 2001 AE Rotor Holding B.V, The Netherlands, becomes operational
March 19, 2002 Suzlon Energy Gmbh, Germany, becomes operational
March 21, 2002 Center for Wind Energy Technology (C-WET) grants type test
certification to Suzlon's 350KW Capacity model
March 30, 2002 Suzlon crosses the 300MW mark at Site: Vankusawada, Dist:
Satara (Maharashtra)
February 12, 2003 Suzlon adds another feather in its cap by successfully
commissioning its first Wind Turbine in USA
February 21, 2003 Center for Wind Energy Technology (C-WET) grants type test
certification to Suzlon's S-60 1000KW Capacity model

July 1, 2003 Production of first 100 sets of Blade - AE31 by Rotor Blade
Unit (Daman) of Suzlon Energy Limited
January 15, 2004 Formation & commencement of operations of Suzlon Energy
Australia Pty. Limited, Australia, a wholly owned subsidiary of
Suzlon Energy Limited, India
January 30, 2004 Germanischer Lloyd, the premier International Certifying
Agency, type certifies Suzlon's S66 1250KW - 75m hub height
Capacity Model
February 19, 2004 Suzlon crosses the 500MW mark by commissioning
6.00MW for Tirumala Tirupathi Devasthanum (A.P.), thus
marking its maiden presence in Andhra Pradesh
Competitors: -

Enercon Ltd
Vestas Ltd
G E Wind
NEG Micon
MITCON
PWC

MARKETING POLICY:
Suzlon includes corporate marketing strategy in their marketing policy. Suzlon
have appointed specialized marketing officers to attract industrialized and celebrity
to invest in wind turbine to create non-conventional electricity to meet the demand
of industries. Suzlon is India's leading manufacturer of wind turbine generators. Its
accumulated sales were 1,488.69 MW as of November 30, 2005. Suzlon has also
installed 42.8% of the total capacity installed in India during the year ended
December 31, 2004. It has the sixth largest wind turbine manufacturer in the world
in terms of annual installed capacity for the year ended December 31, 2004.

(Statistical Performance of Suzlon.)

ORGANIZATIONAL STRUCTURE

Marketing

Operation R&D

MD
Int.
Finance
Business

HR
Marketing organization Chart:

Marketing Marketing

Western South
Zonal- AGM Zonal- AGM

Marketing Marketing
Executive Executive
 Chapter 6
MARKETING STRAGIES

6.0.0 Market segmentation

6.1.0 Target Segment
6.2.0 Product Life Cycle
6.3.0 Marketing Strategies
Marketing Mix Used During The Project:-

Market Segmentation: -

Any market is made up of several sub markets, or sub groups of

consumers distinguished from one another from their varying needs and buyer s
behavior. It is feasible to disaggregate the consumers into segments into such
a manner that it needs characteristics and buying behavior the members would vary
significantly among or across segment but would be homogenous into each
segment.

Market Segmentation for CDM:-

Basically our market segment was Non conventional energy sectors

which is widely divided into

Bio- Gas

Nuclear Hydro

Non-
Conventional
Energy
Sector

Fuels/Wing Wind

SolidWaste
Target Segment: -

Through market segmentation a firm divides a market into many

segment and all these segments need not form its target market. Target market
signifies only those segments that it wants to adopt as its market. A selection is
thus involved in it. In choosing the target market firm basically carries out an
evaluation of various segments and selects those segments that are appropriate to
it.

Since we were working in Suzlon Energy Ltd our target segment

was wind turbine investors, which were the existing customers of Suzlon.

Product Life Cycle: -

Product passes certain distinct stages during its life and these
stages are called product life cycle.
There are four distinct stages in product life cycle
Market Pioneering Stage (introduction)
Market Growth Stage
Market Maturity Stage
Market Decline Stage

a) Market Pioneering Stage (introduction):-

During market pioneering stage the product is in introductory stage at this stage
there may not be ready market for the product sales are low, the product undergoes
teething troubles, demand has to be created or developed and the customers have to
be promoted to try out the product.

b) Market Growth Stage:-

During the market growth stage demand for the product increases and size of the
market grows, pioneers sales and profit grows up during this time competitors may
increase
 c) Market Maturity Stage: -

In the market maturity stage demand tends to reach saturation point and there is
enough supply from several competing sources Pioneering may try out various
packaging, modifications and promotional deals and makes special offers to new
market segments so that I has sales volumes do shrinks. Long term and short term
marketing plans are implemented so as to prolong the maturity stage.

d) Market Decline Stage: -

In the decline stage sales begin to fall demand for the product shrinks probably due
to new and functionally advanced products being available into market. Firms do
perceive in this stage the impending total decline stage and prepare for a gradual
phasing out of the product. Successful firm do keep new products ready in que
to fill in the vacuum created by the decline of existing product.

As per the Kyoto protocol signed in 1997 the first crediting period is fro 2008
to2012 and most of the Annex I countries have started to buy CER s from Annex II
countries to fulfill their commitment given to UNFCCC.
So in India the CDM market is just at the beginning stage and it is going to
grow in coming future so we can say that CDM market is going to be a boom
in near future. During our project in first stage we have created awareness
about CDM concept and in the latter half we have targeted customers in that
particular segment by executing deals
Marketing strategy: -

Marketing strategy is a complete and unbeatable plan designed specifically for

attaining marketing objectives of the firm for the business unit. Marketing
objectives indicate what the firm wants to achieve and marketing strategy provides
design for achieving them. Right now Senergy Global is concentrating on Wind
Power Sector, because all the wind power are eligible to get CDM benefit and they
form the ready market for Senergy Global through the project Suzlon also tries to
give extra benefits to the existing customer for customer retention. In current
situation Senergy Global is only concentrating on Suzlons existing clients for
creating its reliable brand in CDM market. In future Senergy Global is also going
to target other non-conventional energy sector for CDM projects to extend their
arm of action.
 Suzlon Products & Services

Wind Energy-
S97

Part of our latest 2.1 MW range of products, the

S97 wind turbine generator has been designed to
make low wind sites viable.

S111

Our S111 is the latest product fromthe 2.1 MW

platform.
 Classic Fleet

Over the last two decades, we have built a range of

turbines that generate 600 KW to2100 KW. These
turbines continue to generate power across the
world, supported by our services. While we no
longer manufacture turbines from our classic fleet,
we continue to offer maintenance to ensure that our
customers assets run smoothly. This has enabled
us to reach achievements such as 20 years of
successful operation at our Dhank wind farm.

Solar Energy Solution

A pioneer of the Indian wind energy sector, Suzlon

has now forayed into the solar energy sector. It is
 our first year of operations and we have orders
totaling 515 MW in the pipeline, at present.

Research & Development

Research and Development (R&D) plays a pivotal

role in the structure and growth of Suzlon and the
fulfilment of its vision. The organisation has
invested heavily to create a robust R&D foundation
that enables the design of state-of-the-art products
by leveraging skills from around the globe.

Solar Energy-
A pioneer of the Indian wind energy sector, Suzlon has now forayed into the solar
energy sector. It is our first year of operations and we have orders totaling 515
MW in the pipeline, at present.
We have leveraged our reliable relationships, knowledge and advanced
experience to establish a strong team for design, engineering and project
development, in order to bring a complete turnkey solar energy solution to
customers as an EPC player. Having developed utility scale wind parks, we aim
to apply our vast experience for delivering similar projects in the field of solar.

End to End Solution-

 Chapter 7
Recruitment & Selection
ABOUT RECRUITMENT AND SELECTION
Introduction
According to Edwin B. Flippo, Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization. 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 organization 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.
RECRUITMENT NEEDS ARE OF THREE TYPES :

PLANNED
i.e. 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
Purpose & Importance Of Recruitment:
Attract and encourage more and more candidates to apply in the
organization.

Create a talent pool of candidates to enable the selection of best

candidates for the organization.
Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the

employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing
number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the

composition of its workforce.
Begin identifying and preparing potential job applicants who will be
appropriate candidates.

Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants.
Recruitment Process:
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

Identifying the vacancy:

The recruitment process begins with the human resource department

receiving requisitions for recruitment from any department of the company.
These contain:
1. Posts to be filled
2. Number of persons
3. Duties to be performed
4. Qualifications required
5. Preparing the job description and person specification
6. Locating and developing the sources of required number and type of
employees (Advertising etc).
7. Short-listing and identifying the prospective employee with required
characteristics.
8. Arranging the interviews with the selected candidates.
9. Conducting the interview and decision making
 1. Identify vacancy
2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews
7. Conducting 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.
 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 organization 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.

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.
 FACTORS AFFECTING RECRUITMENT

Recruitment Policy Of a Company

In todays rapidly changing business environment, a well defined

recruitment policy is necessary for organizations to respond to its human
resource requirements in time. Therefore, it is important to have a clear and
concise recruitment policy in place, which can be executed effectively to
recruit the best talent pool for the selection of the right candidate at the
right place quickly. Creating a suitable recruitment policy is the first step in
the efficient hiring process. A clear and concise recruitment policy helps
ensure a sound recruitment process.

It 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 programmes and
procedures by filling up vacancies with best qualified people.
COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organization

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organization should be such that:

It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with

dignity and respect.

Unbiased policy.
To aid and encourage employees in realizing their full potential.
Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization

needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy and legislation on hiring and

employment relationship.
Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications

Recent Trends in Recruitment

The following trends are being seen 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 organization by the initial screening of the
candidates according to the needs of the organization and creating a
suitable pool of talent for the final selection by the organization.
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
organizations for their services. Outsourcing the human resource (HR)
processes is the latest practice being followed by middle and large sized
organizations. It is being witnessed across all the industries. In India, the
HR processes are being outsourced from nearly a decade now.
Outsourcing industry is growing at a high rate.

Human Resource Outsourcing refers to the process in which an

organization uses the expert services of a third party (generally
professional consultants) to take care of its HR functions while HR
management can focus on the strategic dimension of their function. The
functions that are typically outsourced are the functions that need
expertise, relevant experience, knowledge and best methods and practices.
This has given rise to outsourcing the various HR functions of an
organization. HR Consultancies such as Ma Foi and Planman Consulting
provide such services through expert professional consultants. Human
resources business process outsourcing (HR BPO) is a major component
of the worldwide BPO market. Performance management outsourcing
involves all the performance monitoring, measurement, management being
outsourced from a third party or an external organization.

Many organizations have started outsourcing its recruitment process i.e.

transferring all or some part of its recruitment process to an external
consultant providing the recruitment services. It is commonly known as
RPO i.e. recruitment process outsourcing. More and more medium and
large sized organizations are outsourcing their recruitment process right
from the entry level jobs to the C-level jobs.

The present value of the recruitment process outsourcing industry (RPO) in

India is estimated to be $2.5 billion and it is expected to grow at the annual
rate of 30-40 per cent for the next couple of years. According to a recent
survey, only 8-10 per cent of the Indian companies are complete
recruitment processes. However, the number of companies outsourcing
their recruitment processes is increasing at a very fast rate and so is the
percentage of their total recruitment processes being outsourced.

Outsourcing organizations strive for providing cost saving benefits to their

clients. One of the major advantages to organizations, who outsource their
recruitment process, is that it helps to save up to as much as 40 per cent of
their recruitment costs. With the experience, expertise and the economies
of scale of the third party, organizations are able to improve the quality of
the recruits and the speed of the whole process. Also, outsourcing enables
the human resource professionals of organizations to focus on the core and
other HR and strategic issues. Outsourcing also gives a structured
approach to the whole process of recruitment, with the ultimate power of
decision making of recruiting with the organization itself. The portion of the
recruitment cycle that is outsourced range from preparing job descriptions
to arranging interviews, the activities that consume almost 70 per cent of
the time of the whole recruitment process.

Outsourcing the recruitment processes for a sector like BPO, which faces
an attrition of almost 50-60 per cent, can help the companies in BPO sector
to save costs tremendously and focus on other issues like retention. The
job seekers are also availing the services of the third parties (consultants)
for accessing the latest job opportunities.
In India, the trend of outsourcing recruitment is also catching up fast. For
example: Vodafone outsources its recruitment activities to Alexander Mann
Solutions (RPO service provider). Wipro has outsourced its recruitment
process to MeritTrac. Yes bank is also known to outsource 50 per cent of
its recruitment processes. Traditionally, recruitment is seen as the cost
incurring process in an organization. HR outsourcing helps the HR
professionals of the organizations to concentrate on the strategic functions
and processes of human resource management rather than wasting their
efforts, time and money on the routine work .Outsourcing the recruitment
process helps to cut the recruitment costs to 20 % and also provide
economies of scale to the large sized organizations.

The major advantages of outsourcing performance management are:

Outsourcing is beneficial for both the corporate organizations that use the
outsourcing services as well as the consultancies that provide the service
to the corporates. Apart from increasing their revenues, outsourcing
provides business opportunities to the service providers, enhancing the skill
set of the service providers and exposure to the different corporate
experiences thereby increasing their expertise.
The advantages accruing to the corporates are:
turning the management's focus to strategic level processes of HRM

accessibility to the expertise of the service providers

freedom from red tape and adhering to strict rules and regulations

optimal resource utilization

structured and fair performance management.

a satisfied and, hence, highly productive employees

value creation, operational flexibility and competitive advantage

Therefore outsourcing helps both the organizations and the consultancies

to grow and perform better.
RECENT TREND:
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 notopenly 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 CVs in worldwide web, which can be
drawn by prospective employees depending upon their requirements.
Advantages of Recruitment are:

1. Low cost.

2. No intermediaries

3. Reduction in time for recruitment.

4. Recruitment of right type of people.

5. Efficiency of recruitment process.

Changing Role of Recruitment

Intermediaries:
Recruitment consultancies, agencies or intermediaries are witnessing a
boom in the demand of their services, both by the employers and the job
seekers. With an already saturated job market, the recruitment
intermediaries have gained a vital position acting as a link between the job
seekers and the employers.

But at the same time, one of the major threats faced by this industry is the
growing popularity of e-recruitment. With the changing demand,
technologies and the penetration and increasing use of internet, the
recruitment consultancies or the intermediaries are facing tough
competition. To retain and maintain their position in the recruitment market,
the recruitment intermediaries or consultants (as they are commonly
known) are witnessing and incorporating various changes in terms of their
role, functions and the services.

According to a survey amongst top employers, most of them agree with the
growing influence of technology and the Internet on the recruitment
processes. 70 per cent of employers reported the use of application portal
on their companys official website. Apart from that, the emerging popularity
of the job portals is also growing. But the fact that the intermediaries or the
consultants are able to provide their expert services, economies of scale,
up to 40 percent savings in the recruitment costs, knowledge of the market,
the candidates, understanding of the requirements, and most importantly,
the assess to the suitable and talented candidates and the structured
recruitment processes. The recruitment intermediaries save the
organizations from the tedious of weeding out unsuitable resumes, co-
coordinating interviews, posting vacancies etc. give them an edge over the
other sources of recruitment.

To retain their position as the service providers in the recruitment market,

the recruitment intermediaries are providing vale added services to the
organizations. They are incorporating the use of internet and job portals,
making their services more efficient.

Despite of the growing use of the internet, the recruitment intermediaries

are predicted to continue dominating the recruitment market in the
anticipated future.

Outsourcing Process
How To Select A Recruitment Consultant:
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. Today, there are thousands of consulting firms
(consultancies) as well as freelance consultants working independently. An
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 consultants or firms past and present clients?

Resourcefulness

Diplomacy/ delicacy Consultants 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.

Qualities of an independent recruitment consultant:

Some of the qualities or characteristics looked in recruitment consultants

are:

Marketing skills

Flexibility and adaptability

Wisdom

Exuberance

Ability to priorities

Ambition
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 Strategies:
Recruitment is of the most crucial roles of the human resource
professionals. The level of performance of and organization depends on
the effectiveness of its recruitment function. Organizations have developed
and follow recruitment strategies to hire the best talent for their organization
and to utilize their resources optimally. A successful recruitment strategy
should be well planned and practical to attract more and good talent to
apply in the organization

For formulating an effective and successful recruitment strategy, the

strategy should cover the following elements:

1. Identifying and prioritizing jobs Requirements keep arising at various

levels in every organization; it is almost a never-ending process. It is
impossible to fill all the positions immediately. Therefore, there is a
need to identify the positions requiring immediate attention and
action. To maintain the quality of the recruitment activities, it is useful
to prioritize the vacancies whether to focus on all vacancies equally
or focusing on key jobs first.

2. Candidates to target The recruitment process can be effective only if

the organization completely understands the requirements of the type
of candidates that are required and will be beneficial for the
organization. This covers the following parameters as well

o Performance level required: Different strategies are required for

focusing on hiring high performers and average performers.

o Experience level required: the strategy should be clear as to

what is the experience level required by the organization. The
candidates experience can range from being a fresher to
experienced senior professionals.
 o Category of the candidate: the strategy should clearly define
the target candidate. He/she can be from the same industry,
different industry, unemployed, top performers of the industry
etc.
3. Sources of recruitment The strategy should define various sources
(external and internal) of recruitment. Which are the sources to be
used and focused for the recruitment purposes for various positions.
Employee referral is one of the most effective sources of recruitment.
4. Trained recruiters The recruitment professionals conducting the
interviews and the other recruitment activities should be well-trained
and experienced to conduct the activities. They should also be aware
of the major parameters and skills (e.g.: behavioral, technical etc.) to
focus while interviewing and selecting a candidate.
5. How to evaluate the candidates The various parameters and the
ways to judge them i.e. the entire recruitment process should be
planned in advance. Like the rounds of technical interviews, HR
interviews, written tests, psychometric tests etc.

Forms of Recruitment:
The organizations differ in terms of their size, business, processes and
practices. A few decisions by the recruitment professionals can affect the
productivity and efficiency of the organization. Organizations adopt different
forms of recruitment practices according to the specific needs of the
organization. The organizations can choose from the centralized or
decentralized forms of recruitment, explained below:

CENTRALIZED RECRUITMENT:

The recruitment practices of an organization are centralized when the

HR / recruitment department at the head office performs all functions
of recruitment. Recruitment decisions for all the business verticals
and departments of an organization are carried out by the one central
HR (or recruitment) department. Centralized from of recruitment is
commonly seen in government organizations.
Benefits of the centralized form of recruitment are:

Reduces administration costs

Better utilization of specialists

Uniformity in recruitment

Interchangeability of staff
Reduces favoritism

Every department sends requisitions for recruitment to their central

office

DECENTRALIZED RECRUITMENT:

Decentralized recruitment practices are most commonly seen in the

case of conglomerates operating in different and diverse business
areas. With diverse and geographically spread business areas and
offices, it becomes important to understand the needs of each
department and frame the recruitment policies and procedures
accordingly. Each department carries out its own recruitment. Choice
between the two will depend upon management philosophy and needs
of particular organization.
 HR Challenges in Recruitment:
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.
 Recruitment Management System
Recruitment management system is the comprehensive tool to manage
the entire recruitment processes of an organization. It is one of the
technological tools facilitated by the information management systems to
the HR of organizations. Just like performance management, payroll and
other systems, Recruitment management system helps to contour the
recruitment processes and effectively managing the ROI on recruitment.

The features, functions and major benefits of the recruitment

management system are explained below:

Structure and systematically organize the entire recruitment

processes.

Recruitment management system facilitates faster, unbiased,

accurate and reliable processing of applications from various
applications.
Helps to reduce the time-per-hire and cost-per-hire.

Recruitment management system helps to incorporate and integrate

the various links like the application system on the official website of
the company, the unsolicited applications, outsourcing recruitment,
the final decision making to the main recruitment process.
Recruitment management system maintains an automated active
database of the applicants facilitating the talent management and
increasing the efficiency of the recruitment processes.

Recruitment management system provides and a flexible, automated

and interactive interface between the online application system, the
recruitment department of the company and the job seeker.

Offers tolls and support to enhance productivity, solutions and

optimizing the recruitment processes to ensure improved ROI.

Recruitment management system helps to communicate and create

healthy relationships with the candidates through the entire
recruitment process.
 The Recruitment Management System (RMS) is an innovative
information system tool which helps to sane the time and costs of the
recruiters and improving the recruitment processes.

Recruitment is an important part of an organizations human resource

planning and their competitive strength. Competent human resources at
the right positions in the organization are a vital resource and can be a
core competency or a strategic advantage for it.

The objective of the recruitment process is to obtain the number and

quality of employees that can be selected in order to help the
organization to achieve its goals and objectives. With the same
objective, recruitment helps to create a pool of prospective employees
for the organization so that the management can select the right
candidate for the right job from this pool.

Recruitment is the process of identifying that the organization needs to

employ someone up to the point at which application forms for the post
have arrived at the organization. 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
organization 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.
The advantages of internal recruitment are:
1. Considerable savings can be made. Individuals with inside knowledge of
how a business operates will need shorter periods of training and time for
'fitting in'.

2. The organization is unlikely to be greatly 'disrupted' by someone who is

used to working with others in the organization.

3. Internal promotion acts as an incentive to all staff to work harder within

the organization.

4. From the firm's point of view, the strengths and weaknesses of an insider
will have been assessed. There is always a risk attached to employing an
outsider who may only be a success 'on paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms required to

get the company working more effectively

3. Promotion of one person in a company may upset someone else.

External recruitment

External recruitment makes it possible to draw upon a wider range of talent,

and provides the opportunity to bring new experience and ideas in to the
training or personnel officer. business. Disadvantages are that it is more
costly and the company may end up with someone who proves to be less
effective in practice than they did on paper and in the interview situation.

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:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the
organization.

Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the
recruitment of new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks

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

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

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.

Job description

A job description will set out how a particular employee will fit into the
organization. It will therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the
organization.

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
organization.

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
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.
Induction and training
New workers in a firm are usually given an induction programme in which
they meet other workers and are shown the skills they must learn.
Generally, the first few days at work will simply involve observation, with an
experienced worker showing the 'new hand' the ropes. Many large firms will
have a detailed training scheme, which is done on an 'in-house' basis. This
is particularly true of larger public companies such as banks and insurance
companies. In conjunction with this, staff may be encouraged to attend
college courses to learn new skills and get new qualifications. Training thus
takes place in the following ways:

1. On the job - learning skills through experience at work.

2. Off the job - learning through attending courses.

Promotion within a firm depends on acquiring qualifications to do a more
advanced job. In accountancy for example, trainee accountants will be
expected to pass exams set by the Association of Chartered Certified
Accountants (ACCA). At the same time, a candidate for promotion must
show a flair for the job. It is the responsibility of the training department
within a business to make sure that staff with the right skills are coming up
through the firm or being recruited from outside.

The Association of Chartered Certified Accountants has 300,000 members

and students throughout the world. It is a professional body setting
standards for the accountancy profession. To be properly qualified,
accountants must have passed examinations that make them eligible for
membership of one or more professional accounting bodies, such as
ACCA. Typically accountants will improve their knowledge and experience
by taking courses run and organised by ACCA during their professional
training enabling them to develop and enhance their careers.

Induction is the process of introducing new employees to an organization

and to their work responsibilities in that organization.
 Chapter 8
DATA ANALYSIS

8.0.0 Data Analysis

8.1.0 Findings
8.2.0 Limitation of Study
8.3.0 Conclusion
8.4.0 Suggestions
DATA ANALYSIS:-

(A) ANALYSIS FROM QUESTIONNAIRE:

1. Awareness of Clean Development Mechanism in target segment .

On the basis of answers obtained following Bar graph is plotted

Awareness about CDM

80

70

60

50

40
Awareness about CDM
30

20

10

0
YES NO

From above Bar graph, it is inferred that 74 customers out of 100 are aware of
Clean Development Mechanism.
Hence, here it becomes the responsibility of Suzlon Energy to educate his
clients regarding CDM and help them to reap its benefit.
This shows us awareness of CDM in Target Segment.
2. Source of information for CDM
Based on the responses following Bar graph is plotted

Source of information
90

80

70

60

50

40 Source of information

30

20

10

0
YES NO

One comes to know that Print media is strongest source of information. 5

respondent out of 11 answered that they have obtained information about CDM
from print media that is around 45.45% of person s looks print media as source of
information. It is important to signify that print media includes newspapers,
magazines, periodicals, journals and research studies. The second source of
information is developer from whom the client got his WTG. The third source of
information is from consultants that carry out functions of registering the client s
project with UNFCCC. They work independently and contact various companies,
which have their own WTGs and make them aware of CDM. The last source
information is from Internet only 1 person among 11 has this information from
Internet. Internet is second most preferred source of information after someone got
little insight into the concept.

When one gets information from print media, consultant or from developer he
searches on Internet to get more information about the concept.
3. Correspondence from Senergy Global.
The responses are plotted as follows

Correspondance from Senergy Global

7

4
Correspondance from Senergy
3 Global

0
YES NO

Senergy Global has recently started its operations at Pune that is the reason why
only 36.36% of respondents are aware of services provided by Senergy Global.
With the passage of time, this figure will increase. Persons who have been already
contacted by Senergy Global are in the process of registration or they are having
some queries regarding CDM.

So Senergy Global should contact more number of customers to increase their

area of operation.
4. Project other than Wind Mill (WTG) i.e., non-conventional .
The results obtained are plotted as below

Other non conventional energy projects

3.5

2.5

2
Other non conventional energy
1.5
projects
1

0.5

0
Solar Energy Fly Ash Biomass Small Hydro
Project

According to assessment the number of clients having other projects apart from
WTGs from this one comes to know that only 3 persons out of 25 are having solar
projects but they are of small capacities. Apart from this, only one client is having
fly ash utilization in tile making.

The reason could be sited as in case of WTG the pay back period is of 5 yrs
since one can show depreciation of up to 80% within first year of operation
and rest 20% in coming five years. That is why it is one of the most preferred
nonconventional energy resources for investment.
5. Future investments in CDM.

Likely to invest in CDM

25

20

15

Likely to invest in CDM

10

0
YES NO

All investors are interested to invest in CDM projects all the respondents answered
yes.

This shows that CDM promises good rate of return, which attracts the
investors. So there is wide scope in near future for CDM projects.
6. Option accepted by investors.

Preffered option
25

20

15

Preffered option
10

0
Fixed Price Option Success Fee Option

The success fee option is most preferred one since it includes speculation. Success
fee option is mostly suggested to companies having two or more than two WTGs.
Accordingly there is some risk is also attached with it, if the price of CER s fall the
investor has to bear it. However, a chance of it is very less. Fixed price option is
suggested to those investors having small capacity WTG. Investor will get regular
rate of return however the market would be.

It is also noticed that some companies having more than 5 WTGs are willing
to go with fixed price option. The reason for this is that they don t want to
bear any risk for CDM. Fixed price option is hassle free option.
7. Awareness of services provided by Senergy Global.

Customers aware of services Provided by SG

70

60

50

40
Customers aware of services
30 Provided by SG

20

10

0
YES NO

The above graph shows that there is very less awareness about Senergy Global and
its service offer in the CDM sector.

So some special effort should be taken by Suzlon and Senergy Global to

promote in the market.
8. Awareness of CERs parking facility provided by Senergy Global.

Customers aware of Parking Facility provided

by SG
70

60

50

40
Customers aware of Parking
30 Facility provided by SG

20

10

0
YES NO

Parking facility is one of the advanced concepts adapted by CER traders. Senergy
Global in CDM market in current scenario uniquely provides this parking facility.
The bar graph indicates that out of 100 customer of Suzlon, nearly 72 are not
aware of the parking facilities benefit provided by Senergy global.

So it is required for both Senergy global and Suzlon to make aware the
customer about the parking facility for better customer satisfaction so
customer will go with SG.
FINDINGS:-

It is inferred that 74 customers out of 100 are aware of Clean Development

Mechanism. Hence, here it becomes the responsibility of Suzlon Energy to educate
their clients regarding CDM and help them to reap its benefit.
From survey it comes to know that Print media is strongest source of information.
5 respondent out of 11 answered that they have obtained information about CDM
from print media that is around 45.45% of person s looks print media as source of
information. It is important to signify that print media includes newspapers,
magazines, periodicals, journals and research studies. The second source of
information is developer from whom the client got his WTG. The third source of
information is from consultants that carry out functions of registering the client s
project with UNFCCC. They work independently and contact various companies,
which have their own WTGs and make them aware of CDM. The last source
information is from Internet only 1 person among 11 has this information from
Internet. Internet is second most preferred source of information after someone got
little insight into the concept. When one gets information from print media,
consultant or from developer he searches on Internet to get more information about
the concept. Senergy Global has recently started its operations at Pune that is the
reason why only 36.36% of respondents are aware of services provided by Senergy
Global. With the passage of time, this figure increases. Persons who have been
already contacted by Senergy Global are in the process of registration or they are
having some quarries regarding CDM. The service provide by Suzlon on other
projects apart from WTGs comes to know that only 3 persons out of 25 are having
solar projects but they are of small capacities. Apart from this, only one client is
having fly ash utilization in tile making. The reason could be sited as in case of
WTG the pay back period is of 5 yrs since one can show depreciation of unto 80%
with in first year of operation and rest 20% in coming five years. That is why it is
one of the most preferred non-conventional energy resources. Parking facility is
one of the advanced concepts adapted by CER traders. Senergy Global in CDM
market in current scenario uniquely provides this parking facility. The bar graph
indicates that out of 25 customer of Suzlon nearly 16 of are not aware of the
parking facilities benefit provided by Senergy global. So it is required for both
Senergy global and Suzlon to make aware the customer for better customer
satisfaction. When asked whether you are interested to invest in CDM projects all
the respondents answered yes. This shows that CDM promises good rate of return,
which attracts the investors. The success fee option is most preferred one since it
includes speculation. Success fee option is mostly suggested to companies having
two or more than two WTGs. Accordingly there is some risk is also attached with
it, if the price of CER s fall the investor has to bear it. However, a chance of it is
very less. Fixed price option is suggested to those investors having small capacity
WTG. Investor will get regular rate of return howsoever the market would be. It is
also noticed that some companies having more than 5 WTGs are willing to go with
fixed price option. It is observed that 44% of customer rates Suzlon s service as
good and nearly 40% rated service as very good and average. So performance of
Suzlon is good.

LIMITATION OF THE STUDY:-

1. It is difficult to know whether willing respondents are truly representative.

2. This method is likely to be the slowest of all.
3. The customers base is very small (Niche) as compare to other sectors of energy.
1. Very less awareness about CDM concept in the Market.
2. Time required for getting revenue through CDM project is more.
 CONCLUSION:-
From the data analyzed, it is inferred that the awareness about CDM in target
segment is not up to the mark and the persons who are aware of this concept come
to know about it only from print media and from other consultancy.

Therefore awareness about CDM should be increased.

It is also inferred that companies are ambitious about the increasing rates of CER s
hence they are going with Success fee option, which involves greater risk factor
than fixed fee option.

New flexible plan should be introduce along with existing plans.

Since all the clients are willing to go with Senergy Global, it could be said that
Suzlon energy services are good and clients are looking forward for some more
investment in Suzlon.

So there is wide scope in near future.

The CDM s objectives of advancing the development goals of developing countries
recognizes that only through long-term sustainable development will all countries
be able to play a role in climate protection.

With thoughtful planning and development of a national CDM strategy, it can

also assist in addressing local and regional environmental problems and in
advancing social goal.
SUGGESTION:-

As CDM projects are getting positive response from customers therefore its area of
operation should be expanded. New flexible plan should be introduce along with
existing plans.
For solving queries of customers there should be better communication. While
installing WTG prior information about CDM benefits should be given to investors
that will automatically increase the level of awareness. Appropriate follow-up
system for customers should be adopted.
 Chapter 9

BIBLIOGRAPHY,
QUESTIONNAIRE &
CUSTOMER STATUS STEET

9.0.0 SWOT Analysis

9.1.0 Bibliography
9.2.0 Questionnaire
9.3.0 Customer Status Sheet
SWOT Analysis

Strengths:

Skill Amalgamation
Cost Reduction
Reverse outsourcing
End to End Solutions
Vertical Integration and Amalgamation
Market leadership in India and Global Presence
Integrated Business Model
Good Innovations and Research & Development
Human Resources
The Electricity Act, 2003, specifies that a minimum percentage
of power generation should come from non-conventional energy

Sources.

Weakness:

Management Structure entirely dependent on Tanti Brothers.

Capital Intensive
Overseas Business
Operational Risk
Foreign Cash Conversion
Growth in Assets overweighting Growth in Profits
Basic Infrastructure and problem from Locals
Opportunities:

Environmental and Government initiatives

Favorable tax exemptions
Steady source of demand
Untapped offshore Market
Green Power Revolution

Threats:

Intense competition
Over dependence on US for business
Foreign Exchange Risk
Technology Risk
Decreasing Price of crude
Interest rate increase in loans
Further Cancellation of orders
BIBLIOGRAPHY

Books:
1. Research methodology By C.R.Kothari
Second Edition (Page 100-104).

2. Marketing research By G.C.Beri.

Second edition (Page 101).

3. Marketing management By Philip Kotler.

12th edition (Page 256-283).

4. The Economic Times 24th July 2006.

Websites referred:
1. www.carbonpositive.com
2. www.rtcc.org
3. www.asiacarbon.com
4. www.zenithenergy.com
5. www.adb.org
6. www.enn.com
7. www.pwc.com
8. www.blogs.cgdev.org
9. www.abc.net.au/science/news/stories.
10. www.blonnet.com
11. www.indianwindpower.com
12. www.renewableenergyaccess.com
13. www.cerindia.com
14. www.euets.com
15. www.teriin.org
16. www.unfccc.int/cdm
17. www.gsn-trade.com
18. www.prototypecarbonfund.org
19. www.ifc.org
20. www.cdmwatch.org
 QUESTIONNAIRE

Demography information of Wind farm investors :-

Name of the company: -

________________________________________________
Address: -
____________________________________________________________
____________________________________________________________
____________________________________________________________
Name of Concern Person : _____________________________________________
Designation & Department: ____________________________________________
Domain of Operation: ____________________________________________
Contact Details:-
Telephone Numbers:
Mobil No: ___________________________
Landline: ____________________________
__________________________
E-mail ID: __________________________
Details of Project/ Wind farm:
Location of Wind farm:
__________________________________________________
Number of WTG: ________________________________________________
Capacity of Wind farm (Numbers of units generated/ year):
______________________________________________
Distribution Pattern: ________________________________________________
Questionnaire:
1. Are you aware of CDM (Clean Development Mechanism) & CER (Certified
Emission Reduction) concept?
ANSWER- YES/NO

2. Are you aware of CDM & CER Benefits?

ANSWER- YES/NO

3. What was the source of information?

ANSWER- YES/NO

4. Was there any previous correspondence from Synergy Global?

ANSWER- YES/NO

5. Are you aware of services provided by Synergy Global?

ANSWER- YES/NO

6. Do you have any project other than Wind Mill (WTG) i.e. Nonconventional?
ANSWER- YES/NO

If yes details: __________________________________

 7. Are you aware of CER parking facility provided by Synergy Global?
ANSWER- YES/NO

8. Would you like to invest in CDM/CER project?

ANSWER- YES/NO

9. Which options are you wiling to accept? / In which option are you
interested?

ANSWER- YES/NO