Final Report on Sip Project of NTPC

8/16/2019 Final Report on Sip Project of NTPC

1/94

SUMMER INTERNSHIP PROJECT REPORT

ON

"RECRUITMENT AND SELECTION

PROCEDURE FOR EXECUTIVE TRAINEE AT NTPC"

Prepared by

Priyanka Thakur

Roll No: - 2012108

Post Graduate Diploma in Manaement

!at"h: - 2012-1#

$ompany Guide %a"ulty Guide

Mr.S.R.SAHOO MS.Vijayalaxmi Tripathi

Senior Manager (HR) Professor

NTP !"M"T#$ N""!M%MS

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SUMMER INTERNSHIP PROJECT REPORT

ON



At

NTP HAAN*

SOP# OMP!#+*!O$H" ROA$* N# $#!H"

Prepare, -y

Priyana Tha/r A report s/-mitte, in partial f/lfillment of the re0/irements of the 1o/rse

Post 2ra,/ate $iploma in Management

(Session3 '4&'%'4&5)

$ompany Guide %a"ulty Guide

Mr.S.R.SAHOO MS.Vijayalaxmi Tripathi

Senior Manager (HR) Professor

NTP !"M"T#$ N""!M%MS

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4/94

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TO WHOMSOEVER IT MAY CONCERN

This is to 1ertify that S/mmer Proje1t Report on “ Re1r/itment an, Sele1tion Pro1e,/re for

#xe1/ti8e Trainee at NTP9 prepare, -y Ms. Priyana Tha/r* Roll No.'4&':&4; of P2$M

'4&'%'4&5 -at1h is her gen/ine effort /n,er my g/i,an1e an, s/per8ision.

Signat/res of the


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AC'NOWLED#EMENT

"Ac(&o)!e%*eme&t $+ a& a,t- o&e ca& ),$te *!$. +ta&/a+ )$thot mea&$&* a

)o,%- o& the othe, ha&% o&e ca& ma(e a +$m0!e e10,e++$o& of *,at$t%e"

An /n,erstan,ing st/,y lie this is ne8er an o/t1ome of the efforts of a single person. " >o/l, lie

to express my gratit/,e to all those >ho ha8e -een instr/mental in the preparation of my proje1t

report.

" am thanf/l to the organi?ation NTP !t,. for pro8i,ing me the opport/nity to /n,ertae this

internship st/,y an, allo>ing me to 1arry o/t my proje1t.

or,s of en1o/ragement.

" exten, my heartfelt gratit/,e to Mr. Ashish Verma* Senior Manager* #T(HR) an, Mr. M/neesh

Sharma* Manager* #T(HR) for their g/i,an1e an, s/pport thro/gho/t the internship.

" am ,eeply gratef/l to my 1ollege mentor* Ms. Vijayalaxmi Tripathi* >ho g/i,e, me to tae this

proje1t an, helpe, me -ring to 1on1l/sion.

!ast -/t not the least* " feel in,e-te, to all those all those persons in the organi?ation >ho ha8e

pro8i,e, their ,ire1tly or in,ire1tly in s/11essf/l 1ompletion of this proje1t.

hose 1ontri-/tion to this en,ea8or 1annot -e o8erlooe,.

" express my sin1ere thans to all the employees of NTP >ho ,ire1tly or in,ire1tly* 1ontri-/te,

thro/gh their time* energy an, no>le,ge to this effort.

P,$a&(a Tha(,

NIILM- CMS

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EXECUTIVE SUMMARY

The proje1t report explains the Re1r/itment an, sele1tion pro1e,/re for exe1/ti8e trainee at

NTP. The metho,ology /se, for the resear1h is -ase, on the 1olle1tion of primary ,ata an,

se1on,ary ,ata* the sampling te1hni0/e /se, for metho,ology is 1l/ster sampling. The samples

are 1olle1te, from the 1an,i,ates (Me1hani1al* "nstr/mentation* #le1troni1s* i8il an, #le1tri1al)

>ho 1ame for their 2ro/p ,is1/ssion an, inter8ie>. The st/,y >as analy?e, on the -asis of the

0/estionnaire ,istri-/te, at the time of inter8ie> along >ith fee,-a1 forms gi8en to the

1an,i,ates ,/ring the re1r/itment pro1e,/re. The Proje1t has -een ,i8i,e, into 8ario/s segments

starting from the organi?ational profile* HR at NTP. A 1omprehensi8e resear1h fa1ilitate, in

,epth 1on1ept/al /n,erstan,ing of re1r/itment an, sele1tion pro1e,/re at NTP to the trainee.

My proje1t aims to fin, o/t the effi1a1y of re1r/itment pro1ess in NTP meeting the manpo>er

re0/irement of 8ario/s internal 1/stomer of the 1ompany an, to st/,y the ,egree of in8ol8ement

of 8ario/s ,epartments in the pro1ess an, their satisfa1tion from the present re1r/itment.

$/ring the 1o/rse of my proje1t " >as a-le to intera1t fa1e to fa1e >ith the 1an,i,ates an, their

responses >ere the -asis of analysis for e8al/ation of NTP*s re1r/itment pro1ess from the perspe1ti8e of ne> entrants so that HR re1r/itment gro/p 1an in1orporate the 1hanges

a11or,ingly.

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Ta.!e of Co&te&t+

S2No2 T$t!e Pa*e

&. "ntro,/1tion &&

&.& Re1r/itment &'%''

&.' Sele1tion ''%66

'. ompany Profile 67%5&

6. Re1r/itment an, Sele1tion pro1ess at NTP 56%7

5. !iterat/re Re8ie> =&

7. O-je1ti8es of the St/,y =6

=. Resear1h Metho,ology =6%=7

@. $ata analysis an, Res/lts =@%;6

;. Resear1h


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INTRODUCTION TO THE TOPIC

3242 INTRODUCTION

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Re1r/itment an, sele1tion are t>o of the most important f/n1tions of personnel management.

Re1r/itment pre1e,es sele1tion an, helps in sele1ting a right 1an,i,ate.

Re1r/itment is a pro1ess to ,is1o8er the so/r1es of manpo>er to meet the re0/irement of the

staffing s1he,/le an, to employ effe1ti8e meas/res for attra1ting that manpo>er in a,e0/ate

n/m-ers to fa1ilitate effe1ti8e sele1tion of effi1ient personnel.

Staffing is one -asi1 f/n1tion of management. All managers ha8e responsi-ility of staffing

f/n1tion -y sele1ting the 1hief exe1/ti8e an, e8en the foreman an, s/per8isors ha8e a staffing

responsi-ility >hen they sele1t the ran an, file >orers. Ho>e8er* the personnel manager an, his

personnel ,epartment is 1on1erne, >ith the staffing f/n1tion.

#8ery organi?ation nee,s to loo after re1r/itment an, sele1tion in the initial perio, an, thereafter

as an, >hen a,,itional manpo>er is re0/ire, ,/e to expansion an, ,e8elopment of -/siness

a1ti8ities.

BRight person for the right jo-B is the -asi1 prin1iple in re1r/itment an, sele1tionB. #8er

organi?ation sho/l, gi8e attention to the sele1tion of its manpo>er* espe1ially its manager. The

operati8e manpo>er is e0/ally important an, essential for the or,erly >oring of an enterprise.

"n to,ayBs rapi,ly 1hanging -/siness en8ironment* organi?ations ha8e to respon, 0/i1ly to

re0/irements for people. Hen1e* it is important to ha8e a >ell%,efine, re1r/itment poli1y in pla1e*

>hi1h 1an -e exe1/te, effe1ti8ely to get the -est fits for the 8a1ant positions. Sele1ting the >rong

1an,i,ate or reje1ting the right 1an,i,ate 1o/l, t/rn o/t to -e 1ostly mistaes for the organi?ation.

A fo1/s on re1r/itment an, retention of staff is essential to,ay for all 1ompanies. H/man 1apital

management no> sits alongsi,e -/siness strategy so 1ompanies 1an -e 1ertain they ha8e the right

people* in the right pla1e at the right time as 1ompanies are a>are that 1ompetiti8eness is ,e8ise,

from talent

32 35 RECRUITMENT5 6

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Re1r/itment means to estimate the a8aila-le 8a1an1ies an, to mae s/ita-le arrangements for

their sele1tion an, appointment. Re1r/itment is /n,erstoo, as the pro1ess of sear1hing for an,

o-taining appli1ants for the jo-s* among >hom the right people 1an -e sele1te,.

A formal ,efinition states* Cit is the pro1ess of fin,ing an, attra1ting 1apa-le appli1ants for the

employment9. The pro1ess -egins >hen ne> re1r/its are so/ght an, en,s >hen their appli1ants

are s/-mitte,. The res/lt is a pool of appli1ants from >hi1h ne> employees are sele1te,. "n this*

the a8aila-le 8a1an1ies are gi8en >i,e p/-li1ity an, s/ita-le 1an,i,ates are en1o/rage, to s/-mit

appli1ations to s/-mit appli1ations so as to ha8e a pool of eligi-le 1an,i,ates for s1ientifi1

sele1tion.

"n re1r/itment* information is 1olle1te, from intereste, 1an,i,ates. spaper a,8ertisement* employment ex1hanges* internal promotion* et1 are /se,.

"n the re1r/itment* a pool of eligi-le an, intereste, 1an,i,ates is 1reate, for sele1tion of most

s/ita-le 1an,i,ates. Re1r/itment represents the first 1onta1t that a 1ompany maes >ith potential

employees.

Acco,%$&* to EDWIN FLIPPO- "Re1r/itment is the pro1ess of sear1hing for prospe1ti8e

employees an, stim/lating them to apply for jo-s in the organi?ation.9

323235 Nee% fo, ,ec,$tme&t

The nee, for re1r/itment may -e ,/e to the follo>ing reasons : sit/ation.

Va1an1ies ,/e to promotion* transfer* retirement* termination* permanent ,isa-ility* ,eath an,

la-or t/rno8er.

reation of ne> 8a1an1ies ,/e to gro>th* expansion an, ,i8ersifi1ation of -/siness a1ti8ities of

an enterprise* in a,,ition* ne> 8a1an1ies are possi-le ,/e to jo- spe1ifi1ation.

323275 P,0o+e a&% $m0o,ta&ce of Rec,$tme&t

• $etermine the present an, f/t/re re0/irements of the organi?ation on 1onj/n1tion >ith its

personnel%planning an, jo- analysis a1ti8ities.

• "n1rease the pool of jo- 1an,i,ates at minim/m 1ost.

• Help in1rease the s/11ess rate of the sele1tion pro1ess -y re,/1ing the n/m-er of 8isi-ly

/n,er 0/alifie, or o8er0/alifie, jo- appli1ants.

• Meet the organi?ationBs legal an, so1ial o-ligations regar,ing the 1omposition of its >or

for1e.

• egin i,entifying an, preparing potential jo- appli1ants >ho >ill -e appropriate

1an,i,ates.

• "n1rease organi?ational an, in,i8i,/al effe1ti8eness in the short term an, long term.

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• #8al/ate the effe1ti8eness of 8ario/s re1r/iting te1hni0/es an, so/r1es for all types of jo-

appli1ants.

• Re1r/itment is a positi8e f/n1tion in >hi1h p/-li1ity is gi8en to the jo-s a8aila-le in the

organi?ation an, intereste, 1an,i,ates are en1o/rage, to s/-mit appli1ations for the

p/rpose of sele1tion.

Re1r/itment represents the first 1onta1t that a 1ompany maes >ith potential employees. "t

is thro/gh re1r/itment that many in,i8i,/als >ill 1ome to no> a 1ompany an, e8ent/ally

,e1i,e, >hether they >ish to >or for it. A >ell planne, an, >ell%manage, re1r/iting

effort >ill res/lt in high 0/ality appli1ants* >hereas* a hapha?ar, efforts >ill res/lt in

me,io1re ones.

323285 Facto,+ affect$&* Rec,$tme&t

All organi?ations* >hether large or small* ,o engage in re1r/iting a1ti8ity* tho/gh not to the same

extent. This ,iffers >ith3

• The si?e of the organi?ation.

• The employment 1on,itions in the 1omm/nity >here the organi?ation is lo1ate,.

• The effe1ts of past re1r/iting efforts >hi1h sho> the organi?ationDs a-ility to lo1ate, an,

eep goo, performing people.

• oring 1on,itions an, salary an, -enefit pa1ages offere, -y the organi?ation* this may

infl/en1e t/rno8er* an, ne1essitate f/t/re re1r/iting.

• The rate of gro>th of organi?ation.

• The le8el of seasonality of operations an, f/t/re expansion an, pro,/1tion programmes.

• /lt/ral* e1onomi1 an, legal fa1tors* et1.

323295 TYPES OF RECRUITMENT A#ENCIES

The re1r/itment in,/stry has fo/r main types of agen1ies.

• #mployment agen1ies (re1r/itment >e-sites an, jo- sear1h agen1ies).

• Hea,h/nters (for exe1/ti8e an, professional re1r/itment* an, ni1he agen1ies >hi1h

spe1iali?e in a parti1/lar area of staffing).

• #mployer -ran,ing % Strategy an, in%ho/se re1r/itment instea, of agen1ies.

Re1r/itment%relate, f/n1tions are generally 1arrie, o/t -y an organi?ationBs h/man

reso/r1e staff.

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The stages in re1r/itment in1l/,e so/r1ing 1an,i,ates -y a,8ertising or other metho,s*

s1reening potential 1an,i,ates /sing tests an,:or inter8ie>* an, on%-oar,ing to ens/re the

1an,i,ate their ne> role effe1ti8ely.

A*e&c t0e56

The re1r/itment in,/stry is -ase, on the goal of pro8i,ing a 1an,i,ate to a 1lient for a pri1e .On

one en, of the spe1tr/m there are agen1ies that are pai, only if they ,eli8er a 1an,i,ate that

s/11essf/lly stays >ith the 1lient -eyon, the agree, pro-ationary perio, .On the other en, of the

spe1tr/m there are agen1ies that are pai, retainer to fo1/s on 1lientBs nee,s an, a1hie8e milestones

in the sear1h for the right 1an,i,ate* an, then again are pai, a per1entage of the 1an,i,ateBs salary

>hen a 1an,i,ate is pla1e, an, stays >ith the organi?ation -eyon, the pro-ationary perio,. Here

is fi8e types of typi1al agen1ies3

• Tra,itional agen1y

•

Hea,h/nters

• Ni1he re1r/iters

• The alternati8es to agen1ies

• "n%ho/se re1r/itment

T,a%$t$o&a! a*e&c

Also no> as employment agen1ies* re1r/itment agen1ies ha8e histori1ally ha, a physi1al

lo1ation. A 1an,i,ate 8isits a lo1al -ran1h for a short inter8ie> an, an assessment -efore -eing

taen onto the agen1yBs -oos. Re1r/itment 1ons/ltants then >or to mat1h their pool of

1an,i,ates to their 1lientBs open positions. S/ita-le 1an,i,ates are short%liste, an, p/t for>ar, for

an inter8ie> >ith potential employers on a 1ontra1t or ,ire1t -asis.

• A 1ontingen1y fee pai, -y the 1ompany >hen a re1ommen,e, 1an,i,ates a11epts a jo-

>ith the 1lients 1ompany(typi1ally '4E%64E -ase, an, 1al1/late, on the 1an,i,ates first

year salary tho/gh fees as lo> &'.7E 1an -e fo/n, online *an, >hi1h /s/ally has some

form of g/arantee

•(64 to4 ,ays stan,ar,)* sho/l, the 1an,i,ate fail to perform an, is terminate, >ithin a set

perio, of time ref/n,a-le f/lly or prorate,).

• An a,8an1e payment that ser8es as a retainer* also pai, -y the 1ompany* non ref/n,a-le

pai, in f/ll ,epen,ing on o/t1ome an, s/11ess (e.g. 54E /p front* 64E in 4 ,ays an, the

remin,er on1e a sear1h is 1omplete,). This form of 1ompensation is generally reser8e, for

high le8el exe1/ti8e sear1h:hea,h/nters.

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• Ho/rly 1ompensation for temporary >orers an, proje1ts. A pre%negotiate, ho/rly fee* in

>hi1h the agen1y is pai, an, pays the appli1ants as a 1ons/ltant to transition to a f/ll time

stat/s /pon 1ompletion of a 1ertain n/m-er of ho/rs >ith or >itho/t a 1on8ersion fee.

Hea% h&te,+56

A hea, h/nter is an in,/stry term for a thir,%party re1r/iter >ho sees o/t 1an,i,ates often >hen

normal re1r/itment efforts ha8e faile,. Hea,h/nters are generally 1onsi,ere, more aggressi8e

than in%ho/se re1r/iters or may ha8e pre%existing in,/stry experien1e an, 1onta1ts. They may /se

a,8an1e, sales te1hni0/es s/1h as initially posing as 1lients to gather employee 1onta1ts as >ell

as 8isiting 1an,i,ate offi1es. They may /se a,8an1e, sales te1hni0/es s/1h as initially posing as

1lients to gather employee 1onta1ts as >ell as 8isiting 1an,i,ate offi1es. They may also p/r1hase

expensi8e lists of names an, jo- titles -/t more often >ill generate their o>n lists. They may

arrange a meeting or a formal inter8ie> -et>een their 1lient an, >ill /s/ally an, the 1an,i,ate

an, >ill /s/ally prepare the 1an,i,ate for the inter8ie>* help negotiate the salary an, 1on,/1t1los/re to the sear1h.

Hea, h/nters are typi1ally small operations that mae high margins on 1an,i,ate pla1ements

(some time more than 64E of the 1an,i,ateDs ann/al 1ompensation). $/e to their higher 1ost*

hea, h/nters are /s/ally employe, to fill senior management an, exe1/ti8e le8el roles.

N$che ,ec,$te,56

Spe1iali?ation re1r/iters exist to see staff >ith a 8ery narro> spe1ialty. e1a/se of their fo1/s*

these firms 1an 8ery often pro,/1e s/perior res/lts ,/e to their a-ility to 1hannel all of their

reso/r1es into net>oring for a 8ery spe1ifi1 sill set. This spe1iali?ation in staffing allo>s them

to offer more jo-s for their spe1ifi1 ,emographi1 >hi1h in t/rn attra1t more spe1iali?e, 1an,i,ate

from that spe1ifi1 ,emographi1 o8er time -/il,ing large propriety ,ata-ase. These ni1hes firms

ten, to -e more fo1/se, on -/il,ing large propriety ,ata-ase. These ni1hes firms ten, to -e more

fo1/se, on -/il,ing ongoing relationships >ith their 1an,i,ates as is 8ery 1ommon the same

1an,i,ate are pla1e, many times thro/gho/t their 1an,i,ates as is 8ery 1ommon the same

1an,i,ate are pla1e, many times thro/gho/t their 1areers.

The alternati8es to agen1ies

(&) !o>er re1r/itment -/,gets an, fr/stration >ith s/-stan,ar, agen1y pra1ti1es are

en1o/raging 1ompanies to ,e8elop ne> approa1hes to the 1hallenge of fin,ing an,

retaining talente, staff.

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(') A pop/lar alternati8e to /sing re1r/itment agen1ies p/tting in pla1e an employee referral

program. This is a system >here existing employees re1ommen, people for 8a1an1ies an,

if the re1ommen,ation res/lts in a s/11essf/l hire* the employee re1ei8es a 1ash -on/s.The gro>ing pop/larity of so1ial me,ia as a >ay to 1omm/ni1ate >ith staff has seen a

han,f/l of 1ompanies /se 1/stom* in% ho/se platforms to fa1ilitate employee referrals.

I&6 ho+e Rec,$tme&t56

Fn,er press/re to re,/1e 1osts* -oth large% an, me,i/m% si?e, employers ten, to /n,ertae their

o>n in G ho/se re1r/itment* /sing their h/man reso/r1es ,epartment* front%line hiring managers

an, re1r/itment personnel >ho han,le targete, f/n1tions an, pop/lations. "n a,,ition to

1oor,inating >ith the agen1ies mentione, a-o8e* in ho/se re1r/iters may a,8ertise jo- 8a1an1ies

on their o>n >e-sites* 1oor,inate internal employee referrals* >or >ith external asso1iations*

tra,e gro/ps an, fo1/s on 1amp/s gra,/ate re1r/itment. Some large employers 1hoose to so/r1e

all or some of their re1r/itment pro1ess (re1r/itment pro1ess o/tso/r1ing) ho>e8er m/1h more1ommon approa1h is for employers to intro,/1e referral s1hemes >here employees are

en1o/rage, to so/r1e ne> staff from >ithin their o>n net>or.

Passi8e 1an,i,ate resear1h firms an, so/r1ing firmsThese firms are the ne> hy-ri, firms in the re1r/itment >orl, a-le to 1om-ine the resear1h

aspe1ts (,is1o8ering passi8e 1an,i,ates) of re1r/iting an, 1om-ine them >ith the a-ility to mae

hires for their 1lients. These firms pro8i,e 1ompetiti8e passi8e 1an,i,ate intelligen1e to s/pport

1ompanies re1r/iting efforts. Normally they >ill generate 8arying ,egrees of 1an,i,ate

information from those people 1/rrently engage, in the position a 1ompany is looing to fill.These firms /s/ally 1harge a per ho/r fee or -y 1an,i,ate lea,. Many times this /n1o8ers names

that 1annot -e fo/n, >ith other metho,s an, >ill allo> internal re1r/iters the a-ility to fo1/s their

efforts solely on re1r/iting.

3232:5 Rec,$tme&t P,oce++

Re1r/itment refers to the pro1ess of i,entifying an, attra1ting jo- seeers so as to -/il, a pool of

0/alifie, jo- appli1ants. The pro1ess 1omprises fi8e interrelate, stages* 8i?.

• Planning

• Strategy ,e8elopment

• Sear1hing

• S1reening

• #8al/ation an, 1ontrol

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The i,eal re1r/itment programme, is the one that attra1ts a relati8ely larger n/m-er of 0/alifie,

appli1ants >ho >ill s/r8i8e the s1reening pro1ess an, a11ept positions >ith the organi?ation*

>hen offere,. Re1r/itment programme, 1an miss the i,eal many >ays i.e. -y failing to attra1t an

a,e0/ate appli1ant pool* -y /n,er:o8er selling the organi?ation or -y ina,e0/ate s1reening

appli1ants -efore they enter the sele1tion pro1ess. Th/s* to approa1h the i,eal* in,i8i,/als

responsi-le for the re1r/itment pro1ess m/st no> ho> many an, >hat types of employees are

nee,e,* >here an, ho> to loo for the in,i8i,/als >ith the appropriate 0/alifi1ations an,

interests* >hat in,/1ement to /se for 8ario/s types of appli1ants* ho> to ,isting/ish appli1ants

>ho are 0/alifie, from those >ho ha8e a reasona-le 1han1e of s/11ess an, ho> to e8al/ate their

>or.

Sta*e 35 RECRUITMENT PLANNIN#3

The first stage in the re1r/itment pro1ess is planning. Planning in8ol8es the translation of liely

jo- 8a1an1ies an, information a-o/t the nat/re of these jo-s into set of o-je1ti8es or target that

spe1ify the (&) N/m-ers an, (') Types of appli1ants to -e 1onta1te,.

;3< Nm.e,+ of co&tact5

Organi?ation al>ays plans to attra1t more appli1ants than they >ill hire. Some of those 1onta1te,

>ill -e /nintereste,* /n0/alifie, or -oth. #a1h time re1r/itment programme, is 1ontemplate, one

tas is to estimate the n/m-er of appli1ants ne1essary to fill all 8a1an1ies >ith the 0/alifie,

people.

;7< T0e+ of co&tact+5

"t is -asi1ally 1on1erne, >ith the types of people to -e informe, a-o/t jo- openings. The type of

people ,epen,s on the tass an, responsi-ilities an, the 0/alifi1ation an, experien1e expe1te,.

These ,etails are a8aila-le thro/gh jo- ,es1ription an, jo- spe1ifi1ation.

STA#E 75 STRATE#Y DEVELOPMENT5

hen it is estimate, that >as types of re1r/itment an, ho> many are re0/ire, then one has

1on1entrate, in (&). Mae or /y employees. ('). Te1hnologi1al sophisti1ation of re1r/itment an,

sele1tion ,e8i1es. (6). 2eographi1al ,istri-/tion of la-or marets 1omprising jo- seeers. (5)

So/r1es of re1r/itment. (7). Se0/en1ing the a1ti8ities in the re1r/itment pro1ess.

=Ma(e> o, =?>5

Organi?ation m/st ,e1i,e >hether to hire le sille, employees an, in8est on training an,

e,/1ation programme,* or they 1an hire sille, employees an, in8est on training an, e,/1ation

programme,* or they 1an hire sille, la-or an, professional* essentially* this is the ImaeD or I-/yD

,e1ision. Organi?ations* >hi1h hire sille, an, professionals shall ha8e to pay more these

employees.

&@


18/94

Tech&o!o*$ca! So0h$+t$cat$o&5

The se1on, ,e1ision in strategy ,e8elopment relates to the metho,s /se, in re1r/itment an,

sele1tion. This ,e1ision is mainly infl/en1e, -y the a8aila-le te1hnology. The a,8ent of

1omp/ters has ma,e it possi-le for employers to s1an national an, international appli1ant

0/alifi1ation. Altho/gh impersonal* 1omp/ters ha8e gi8en employers an, o- seeers a >i,er

s1ope of options in the initial s1reening stage.

Whe,e to !oo(5

"n or,er to re,/1e the 1osts* organi?ation loos in to la-or marets most liely to offer the

re0/ire, jo- seeers. 2enerally* 1ompanies loo in to the national maret for managerial an,

professional employees* regional or lo1al marets for te1hni1al employees an, lo1al marets for

the 1leri1al an, -l/e% 1ollar employees.

Whe& to !oo(

An effe1ti8e re1r/iting strategy m/st ,etermine >hen to loo% ,e1i,e on the timings of e8ents

-esi,es no>ing >here an, ho> to loo for jo- appli1ants.

STA#E 85 SEARCHN#

On1e a re1r/itment plan an, strategy are >ore, o/t* the sear1h pro1ess 1an -egin. Sear1h

in8ol8es t>o steps

A). So/r1e a1ti8ation an,

). Selling

Aill exist.

"f the organi?ation has planne, >ell an, ,one a goo, jo- of ,e8eloping its so/r1es an,

sear1h metho,s* a1ti8ation soon res/lts in a floo, of appli1ations an,:or res/mes.

The appli1ation re1ei8e, m/st -e s1reene,. Those >ho pass ha8e to -e 1onta1te, an, in8ite,

for inter8ie>. Fns/11essf/l appli1ants m/st -e sent letter of regret.

?als tightrope. On one han,* they >ant to ,o >hate8er they 1an to attra1t ,esira-le

appli1ants. On the other han,* they m/st resist the temptation of o8erselling their 8irt/es.

"n selling the organi?ation* -oth the message an, the me,ia ,eser8e attention. Message refers to

the employment a,8ertisement. ith regar,s to me,ia* it may -e state, that effe1ti8eness of any

&;


19/94

re1r/iting message ,epen,s on the me,ia. Me,ia are se8eral% some ha8e lo> 1re,i-ility* >hile

others enjoy high 1re,i-ility. Sele1tion of me,i/m or me,ia nee,s to -e ,one >ith a lot of 1are.

STA#E 95 SCREENIN#

S1reening of appli1ants 1an -e regar,e, as an integral part of the re1r/iting pro1ess* tho/gh many

8ie> it as the first step in the sele1tion pro1ess. #8en the ,efinition on re1r/itment* >e 0/ote, in

the -eginning of this 1hapter* ex1l/,es s1reening from its s1ope. Ho>e8er* >e ha8e in1l/,e,

s1reening in re1r/itment for 8ali, reasons. The sele1tion pro1ess >ill -egin after the appli1ation

has -een s1r/tini?e, an, short G liste,. Hiring of professors in a /ni8ersity is a typi1al sit/ation.

Appli1ation re1ei8e, in response to a,8ertisements is s1reene, an, only eligi-le appli1ants are

1alle, for an inter8ie>. A sele1tion 1ommittee 1omprising the Vi1e%1han1ellor* Registrar an,

s/-je1t experts 1on,/1ts inter8ie>. Here* the re1r/itment pro1ess exten,s /p to s1reening the

appli1ations. The sele1tion pro1ess 1ommen1es only later.

P,0o+e of +c,ee&$&*

The p/rpose of s1reening is to remo8e from the re1r/itment pro1ess* at an early stage* those

appli1ants >ho are 8isi-le /n0/alifie, for the jo-. #ffe1ti8e s1reening 1an sa8e a great ,eal of

time an, money. are m/st -e exer1ise,* ho>e8er* to ass/re that potentially goo, employees are

not reje1te, >itho/t j/stifi1ation.

"n s1reening 1lear jo- spe1ifi1ations are in8al/a-le. "t is -oth goo, pra1ti1e an, a legal ne1essity

that appli1antDs 0/alifi1ation is j/,ge, on the -asis of their no>le,ge* sills* a-ilities an, interest

re0/ire, to ,o the jo-.

The te1hni0/es /se, to s1reen appli1ants 8ary ,epen,ing on the 1an,i,ate so/r1es an, re1r/iting

metho,s /se,. "nter8ie> an, appli1ation -lans may -e /se, to s1reen >al%ins. amp/s

re1r/iters an, agen1y representati8es /se inter8ie>s an, res/mes. Referen1e 1he1s are also

/sef/l in s1reening.

Sta*e :5 EVALUATION AND CONTROL

#8al/ation an, 1ontrol is ne1essary as 1onsi,era-le 1osts are in1/rre, in the re1r/itment pro1ess.

The 1osts generally in1/rre, are3 %

• Salaries for re1r/itment.

• Management an, professional time spent on preparing jo- ,es1ription* jo- spe1ifi1ation*

a,8ertisements* agen1y liaison an, so forth.

• The 1ost of a,8ertisements or other re1r/itment metho,s* that is* agen1y fees.

• Re1r/itment o8erhea, an, a,ministrati8e expenses.

• osts of o8ertime an, o/tso/r1ing >hile the 8a1an1ies remain /nfille,.

&


20/94

• ost of re1r/itment /ns/ita-le 1an,i,ates for the sele1tion pro1ess.

Rec,$tme&t P,oce++32325 E@a!at$o& of Rec,$tme&t P,oce++

The re1r/itment has the o-je1ti8e of sear1hing for an, o-taining appli1ations for jo- seeers in

s/ffi1ient n/m-er an, 0/ality. Jeeping this o-je1ti8e in the min,* the e8al/ation might in1l/,e3

• Ret/rn rate appli1ation sent o/t.

• N/m-er of s/ita-le 1an,i,ates for sele1tion.

• Retention an, performan1e of the 1an,i,ates sele1te,.

• ost of the re1r/itment pro1ess

• Time lapse, ,ata

• omments on image proje1te,.

3232B5 So,ce+ of Rec,$tme&t P,oce++56

efore an organi?ation a1ti8ity -egins of re1r/iting appli1ants* it sho/l, 1onsi,er the most liely

so/r1e of the type of employee it nee,s. Some 1ompanies try to ,e8elop ne> so/r1es* >hile most

only try to ta1le the existing so/r1es they ha8e. These so/r1es* a11or,ingly* may -e terme, as

internal an, external.

'4


21/94

Va,$o+ t0e+ of ,ec,$tme&t 0,oce++

32325 Facto,+ affect$&* Rec,$tme&t P,oce++

The $&te,&a! facto,+5

• Re1r/iting poli1y of the organi?ation

• H/man reso/r1e planning strategy of the 1ompany

• Si?e of the organi?ation an, the n/m-er of employees employe,

• ost in8ol8e, in re1r/iting employees* an, finally

• 2ro>th an, expansion plans of the organi?ation.

The e1te,&a! facto,+5

• S/pply an, ,eman, of spe1ifi1 sills in the la-or maret

• Politi1al an, legal 1onsi,erations s/1h as reser8ation of jo-s for Ss* STs* an, so on.

• ompanyDs image%per1eption of the jo- seeers a-o/t the 1ompany.

The t,a%$t$o&a! facto,+5

• Temporaries

• #mployee !easing

• S/-1ontra1ting

• O8ertime

• O/tso/r1ing

'&


22/94

The %$a*,am +ho)$&* ,ec,$tme&t 0,oce++

3272 SELECTION56

Sele1tion is ,efine, as the pro1ess of ,ifferentiating -et>een appli1ants in or,er to i,entify (an,

hire) those >ith a greater lielihoo, of s/11ess in a jo-.

Sele1tion is -asi1ally pi1ing an appli1ant from (a pool of appli1ants) >ho has the appropriate

0/alifi1ation an, 1ompeten1y to ,o the jo-.

The %$ffe,e&ce .et)ee& ,ec,$tme&t a&% +e!ect$o&5

Re1r/itment is i,entifying n en1o/raging prospe1ti8e employees to apply for a jo- an,

Sele1tion is sele1ting the right 1an,i,ate from the pool of appli1ants.

3272356SELECTION PROCESS56

Sele1tion is a long pro1ess* 1ommen1ing from the preliminary inter8ie> of the appli1ants an,

en,ing >ith the 1ontra1t of employment.

The follo>ing 1hart gi8es an i,ea a-o/t sele1tion pro1ess3 %

''


23/94

R e

D e c t e % A 0 0 ! $ c a t $ o &

"nternal #n8ironment

#xternal #n8ironment

#8al/ation

#mployment ontra1t

Ko- Offer

Physi1al #xamination

Sele1tion $e1ision

Referen1e an, a1gro/n,

#mployment "nter8ie>

Sele1tion Tests

Preliminary "nter8ie>

R e D e c t e % A 0 0 ! $ c a t $ o &

'6


24/94

E&@$,o&me&t facto, affect$&* +e!ect$o&5 6

Sele1tion is infl/en1e, -y se8eral fa1tors. More prominent among them are s/pply an, ,eman, of

spe1ifi1 sills in the la-or maret* /nemployment rate* la-or% maret 1on,itions* legal an,

politi1al 1onsi,erations* 1ompanyDs image* 1ompanyDs poli1y* h/man reso/r1es planning an, 1ost

of hiring. The last three 1onstit/te the internal en8ironment an, the remaining form the external

en8ironment of sele1tion pro1ess.

STEP 35 6 PRELIMINARY INTERVIEW

The appli1ants re1ei8e, from jo- seeers >o/l, -e s/-je1t to s1r/tiny so as to eliminate

/n0/alifie, appli1ants. This is /s/ally follo>e, -y a preliminary inter8ie> the p/rpose of >hi1h

is more or less the same as s1r/tiny of appli1ation* that is* eliminate of /n0/alifie, appli1ants.

S1r/tiny ena-les the HR spe1ialists to eliminate /n0/alifie, jo-seeers -ase, on the information

s/pplie, in their appli1ation forms. Preliminary inter8ie>* on the other han,* helps reje1t misfits

for reason* >hi1h ,i, not appear in the appli1ation forms.

esi,es* preliminary inter8ie>* often 1alle, C1o/rtesy inter8ie>L* is a goo, p/-li1 relation

exer1ise.

STEP 75 6 SELECTION TEST

Ko- seeers >ho pass the s1reening an, the preliminary inter8ie> are 1alle, for tests.

$ifferent types of tests may -e a,ministere,* ,epen,ing on the jo- an, the 1ompany.

2enerally* tests are /se, to ,etermine the appli1antDs a-ility* aptit/,e an, personality.

The follo>ing are the type of tests taen3

3 >ell an in,i8i,/al 1an perform tass relate, to the jo-. An ex1ellent

ill/stration of this is the typing tests gi8en to a prospe1ti8e employer for se1retarial jo-. Also

1alle, as CAH#"V#M#NT T#STSL. "t is 1on1erne, >ith >hat one has a11omplishe,. hen

appli1ant 1laims to no> something* an a1hie8ement test is taen to meas/re ho> >ell they no>

it.

7hether an in,i8i,/alDs has the 1apa1ity or latent a-ility to learn a gi8en

jo- if gi8en a,e0/ate training. The /se of aptit/,e test is a,8isa-le >hen an appli1ant has ha, little

or no experien1e along the line of the jo- opening. Aptit/,es tests help ,etermine a personDs

potential to learn in a gi8en area. An example of s/1h test is the general management aptit/,e

tests (2MAT)* >hi1h many -/siness st/,ents tae prior to gaining a,mission to a gra,/ate

-/siness s1hool programme.

'5


25/94

Aptit/,e test in,i1ates the a-ility or fitness of an in,i8i,/al to engage s/11essf/lly in any n/m-er

of spe1iali?e, a1ti8ities. They 1o8er s/1h areas 1leri1al aptit/,e* n/meri1al aptit/,e* me1hani1al

aptit/,e* motor 1o%or,ination* finger ,exterity an, man/al ,exterity. These tests help to ,ete1t

positi8e negati8e points in a personDs sensory or intelle1t/al a-ility. They fo1/s attention on a

parti1/lar type of talent s/1h as learning or reasoning in respe1t of a parti1/lar fiel, of >or.

Fo,m+ of a0t$t%e te+t5

Mental or intelligen1e tests3 They meas/re the o8erall intelle1t/al a-ility of a person an, ena-le to

no> >hether the person has the mental a-ility to ,eal >ith 1ertain pro-lems Me1hani1al aptit/,e

tests3 They meas/re the a-ility of a person to learn a parti1/lar type of me1hani1al >or. These

tests helps to meas/re spe1iali?e, te1hni1al no>le,ge an, pro-lem sol8ing a-ilities if the

1an,i,ate. They are /sef/l in sele1tion of me1hani1s* maintenan1e >orers* et1. Psy1homotor or

sills tests3 They are those* >hi1h meas/re a personDs a-ility to ,o a spe1ifi1 jo-. S/1h tests are

1on,/1te, in respe1t of semi% sille, an, repetiti8e jo-s s/1h as pa1ing* testing an, inspe1tion*

et1.

8i,ely a,ministere, stan,ar,i?e, test in in,/stry. "t is taen to j/,ge n/meri1al* sills*

reasoning* memory an, s/1h other a-ilities.

9ar,s o11/pations* ho--ies* et1.

s/1h tests in,i1ate >hi1h o11/pations are more in line >ith a personDs interest. S/1h tests also

ena-le the 1ompany to pro8i,e 8o1ational g/i,an1e to the sele1te, 1an,i,ates an, e8en to the

existing employees. These tests are /se, to meas/re an in,i8i,/alDs a1ti8ity preferen1es. These

tests are parti1/larly /sef/l for st/,ents 1onsi,ering many 1areers or employees ,e1i,ing /pon

1areer 1hanges.

:ho possesses the

intelligen1e* aptit/,e an, experien1e for 1ertain has faile, -e1a/se of ina-ility to get along >ith

an, moti8ate other people.

"t is 1on,/1te, to j/,ge mat/rity* so1ial or interpersonal sills* -eha8io/r /n,er stress an, strain*

et1. this test is 8ery m/1h essential on 1ase of sele1tion of sales for1e* p/-li1 relation staff* et1.

>here personality plays an important role. Personality tests are similar to interest tests in that they*

also* in8ol8e a serio/s pro-lem of o-taining an honest ans>er.

'7


26/94

s* an, opinions a-o/t the

pi1t/re.

B a ,ays 2.J. Tests are 8ery 1ommon to fin, general a>areness of the 1an,i,ates in the fiel,

of sports* politi1s* >orl, affairs* 1/rrent affairs.

riting 1an s/ggest the ,egree of energy* inhi-ition an, spontaneity* as >ell as ,is1lose the

i,iosyn1rasies an, elements of -alan1e an, 1ontrol. ar,s ,omination an, 1ompetiti8eness. A slant to the right*

mo,erate press/re an, goo, legi-ility sho> lea,ership potential.

34hi1h is ,esigne, to ens/re a11/ra1y of the information gi8en in the

appli1ations. $epartment store* -ans* treas/ry offi1es an, je>ellery shops* that is* those highly

8/lnera-le to theft or s>in,ling may fin, polygraph tests /sef/l.

33ho taes tests one ,ay an, maes a 1ertain s1ore sho/l, -e a-le to tae the same test the next

,ay or the next >ee an, mae more or less the same s1ore. An in,i8i,/alDs intelligen1e* for

example* is generally a sta-le 1hara1teristi1. So if >e a,minister an intelligen1e test* a person >ho

s1ores &&4 in Mar1h >o/l, s1ore 1lose to &&4 if teste, in K/ly. Tests* >hi1h pro,/1e >i,e

8ariations in res/lts* ser8e little p/rpose in sele1tion.

72 Va!$%$t5 -

"t is a test* >hi1h helps pre,i1t >hether a person >ill -e s/11essf/l in a gi8en jo-. A test that has

-een 8ali,ate, 1an -e helpf/l in ,ifferentiating -et>een prospe1ti8e employees >ho >ill -e a-le

'=


27/94

to perform the jo- >ell an, those >ho >ill not. Nat/rally* no test >ill -e &44E a11/rate in

pre,i1ting jo- s/11ess. A 8ali,ate, test in1reases possi-ility of s/11ess

There are three >ays of 8ali,ating a test. They are as follo>s3 %

&). on1/rrent Vali,ity3 % this in8ol8es ,etermining the fa1tors that are 1hara1teristi1s of

s/11essf/l employees an, then /sing these fa1tors as the yar,sti1s.

'). Pre,i1ti8e Vali,ity3 % it in8ol8es /sing a sele1tion test ,/ring the sele1tion pro1ess an, then

i,entifying the s/11essf/l 1an,i,ates. The 1hara1teristi1s of -oth s/11essf/l an, less s/11essf/l

1an,i,ates are then i,entifie,.

6). Syntheti1 Vali,ity3 % it in8ol8es taing parts of se8eral similar jo-s rather than one 1omplete

jo- to 8ali,ate the sele1tion test.

82 O.ect$@$t5 6

hen t>o or more people 1an interpret the res/lt of the same test an, ,eri8e the same

1on1l/sion(s)* the test is sai, to -e o-je1ti8e. Other>ise* the test e8al/ators Cs/-je1ti8e

OpinionsL may ren,er the test /seless.

92 Sta&%a,%$/at$o&5 6

A test that is stan,ar,i?e, is a,ministere, /n,er stan,ar, 1on,ition to a large gro/p of person >ho

are representati8es of the in,i8i,/als for >hom it is inten,e,. The p/rpose of stan,ar,i?ation is to

o-tain norms or stan,ar,* so that a spe1ifi1 test s1ore 1an -e meaningf/l >hen 1ompare, to other

s1ore in the gro/p.

STEP 85 6 INTERVIEW5

The next step in the sele1tion pro1ess is an inter8ie>. "nter8ie> is formal* in%,epth 1on8ersation

1on,/1te, to e8al/ate the appli1antDs a11epta-ility. "t is 1onsi,ere, to -e ex1ellent sele1tion

,e8i1e. "t is fa1e%to%fa1e ex1hange of 8ie>* i,eas an, opinion -et>een the 1an,i,ates an,

inter8ie>ers. asi1ally* inter8ie> is nothing -/t an oral examination of 1an,i,ates. "nter8ie> 1an

-e a,apte, to /nsille,* sille,* managerial an, profession employees.

T0e+ of $&te,@$e)5 6

"nter8ie>s 1an -e of ,ifferent types. There inter8ie>s employe, -y the 1ompanies.

ing are the 8ario/s types of inter8ie>3 %

I&fo,ma! I&te,@$e)5An informal inter8ie> is an oral inter8ie> an, may tae pla1e any>here. The employee or the

manager or the personnel manager may as a fe> almost in1onse0/ential 0/estions lie name*

pla1e of -irth* names of relati8es et1. either in their respe1ti8e offi1es or any>here o/tsi,e the

plant of 1ompany. "t i, not planne, an, no-o,y prepares for it. This is /se, >i,ely >hen the

la-o/r maret is tight an, >hen yo/ nee, >orers -a,ly.

'@


28/94

Fo,ma! I&te,@$e)5

s may -e hel, in the employment offi1e -y the employment offi1e in a more

formal atmosphere* >ith the help of >ell str/1t/re, 0/estions* the time an, pla1e of the inter8ie>

>ill -e stip/late, -y the employment offi1e.

No&6%$,ect$@e I&te,@$e)5

Non%,ire1ti8e inter8ie> or /nstr/1t/re, inter8ie> is ,esigne, to let the inter8ie>ee spea his

min, freely. The inter8ie>er has no formal or ,ire1ti8e 0/estions* -/t his all attention is to the

1an,i,ate. He en1o/rages the 1an,i,ate to tal -y a little pro,,ing >hene8er he is silent e.g. CMr.

Ray* please tell /s a-o/t yo/rself after yo/ gra,/ate, from high s1hoolL.

De0th I&te,@$e)5

"t is ,esigne, to intensely examine the 1an,i,ateDs -a1gro/n, an, thining an, to go into

1onsi,era-le ,etail on parti1/lar s/-je1ts of an important nat/re an, of spe1ial interest to the

1an,i,ates. ith ta1t an, thro/gh exha/sti8e analysis it is possi-le to get a goo,

pi1t/re of the 1an,i,ate.

St,e++ I&te,@$e)5

"t is ,esigne, to test the 1an,i,ate an, his 1on,/1t an, -eha8io/r -y him /n,er 1on,itions of

stress an, strain. The inter8ie>er may start >ith CMr. Koseph* >e ,o not thin yo/r 0/alifi1ations

an, experien1e are a,e0/ate for this position* an, >at1h the rea1tion of the 1an,i,ates. A goo,‟

1an,i,ates >ill not yiel,* on the 1ontrary he may s/-stantiate >hy he is 0/alifie, to han,le the

jo-. This type of inter8ie> is -orro>e, from the Military organisation an, this is 8ery /sef/l

to test -eha8io/r of in,i8i,/als >hen they are fa1e, >ith ,isagreea-le an, trying sit/ations.

#,o0 I&te,@$e)5

"t is ,esigne, to sa8e -/sy exe1/ti8eDs time an, to see ho> the 1an,i,ates may -e -ro/ght

together in the employment offi1e an, they may -e inter8ie>e,.

Pa&e! I&te,@$e)5

A panel or inter8ie>ing -oar, or sele1tion 1ommittee may inter8ie> the 1an,i,ate* /s/ally in the

1ase of s/per8isory an, managerial positions. This type of inter8ie> pools the 1olle1ti8e j/,gment

an, >is,om of the panel in the assessment of the 1an,i,ate an, also in 0/estioning the fa1/lties of

the 1an,i,ate.

';


29/94

See&t$a! I&te,@$e)5

The se0/ential inter8ie> taes the one%to%one a step f/rther an, in8ol8es a series of inter8ie>*

/s/ally /tili?ing the strength an, no>le,ge-ase of ea1h inter8ie>er* so that ea1h inter8ie>er 1anas 0/estions in relation to his or her s/-je1t area of ea1h 1an,i,ate* as the 1an,i,ate mo8es from

room to room.

St,ct,e+ I&te,@$e)5

"n a str/1t/re, inter8ie>* the inter8ie>er /ses preset stan,ar,i?e, 0/estions* >hi1h are p/t to all

the inter8ie>ees. This inter8ie> is also 1alle, as C2/i,e,L or CPatterne,L inter8ie>. "t is /sef/l

for 8ali, res/lts* espe1ially >hen ,ealing >ith the large n/m-er of appli1ants.

U&+t,ct,e% I&te,@$e)5

"t is also no>n as CFnpatterne,L inter8ie>* the inter8ie> is largely /nplanne, an, theinter8ie>ee ,oes most of the taling. Fng/i,e, inter8ie> is a,8antageo/s in as m/1h as it lea,s to

a frien,ly 1on8ersation -et>een the inter8ie>er an, the inter8ie>ee an, in the pro1ess* the later

re8eals more of his or her ,esire an, pro-lems. /t the /npatterne, inter8ie> la1s /niformity

an, >orse* this approa1h may o8erloo ey areas of the appli1antDs sills or -a1gro/n,. "t is

/sef/l >hen the inter8ie>er tries to pro-e personal ,etails of the 1an,i,ate it analyse >hy they are

not right for the jo-.

STEP 95 6REFERENCE CHEC'56

Many employers re0/est names* a,,resses* an, telephone n/m-ers of referen1es for the p/rpose

of 8erifying information an, perhaps* gaining a,,itional -a1gro/n, information on an appli1ant.

Altho/gh liste, on the appli1ation form* referen1es are not /s/ally 1he1e, /ntil an appli1ant has

s/11essf/lly rea1he, the fo/rth stage of a se0/ential sele1tion pro1ess. hen the la-o/r maret is

8ery tight* organisations sometimes hire appli1ants -efore 1he1ing referen1es.

'


30/94

Pre8io/s employers* no>n as p/-li1 fig/res* /ni8ersity professors* neigh-o/rs or frien,s 1an a1t

as referen1es. Pre8io/s employers are prefera-le -e1a/se they are alrea,y a>are of the appli1antDs

performan1e. /t* the pro-lem >ith this referen1e is the ten,en1y on the part of the pre8io/s

employers to o8er%rate the appli1antDs performan1e j/st to get ri, of the person.

Organisations normally see letters of referen1e or telephone referen1es. The latter is

a,8antageo/s -e1a/se of its a11/ra1y an, lo> 1ost. The telephone referen1e also has the

a,8antage of soli1iting imme,iate* relati8ely 1an,i, 1omments an, attit/,e 1an sometimes -e

inferre, from hesitations an, infle1tions in spee1h.

STEP :5 SELECTION DECISION56

After o-taining information thro/gh the pre1e,ing steps* sele1tion ,e1ision% the most 1riti1al of all

the steps% m/st -e ma,e. The other stages in the sele1tion pro1ess ha8e -een /se, to narro> the

n/m-er of the 1an,i,ates. The final ,e1ision has to -e ma,e the pool of in,i8i,/als >ho pas the

tests* inter8ie>s an, referen1e 1he1s.

The 8ie> of the line manager >ill -e generally 1onsi,ere, in the final sele1tion -e1a/se it is

he:she >ho is responsi-le for the performan1e of the ne> employee. The HR manager plays a

1r/1ial role in the final sele1tion.

STEP 5 6 PHYSICAL EXAMINATION: -

After the sele1tion ,e1ision an, -efore the jo- offer is ma,e* the 1an,i,ate is re0/ire, to /n,ergo

a physi1al fitness test. A jo- offer is* often* 1ontingent /pon the 1an,i,ate -eing ,e1lare, fit after

the physi1al examination. The res/lts of the me,i1al fitness test are re1or,e, in a statement an,

are preser8e, in the personnel re1or,s. There are se8eral o-je1ti8es -ehin, a physi1al test.

O-8io/sly* one reason for a physi1al test is to ,ete1t if the in,i8i,/al 1arries any infe1tio/s

,isease. Se1on,ly* the test assists in ,etermining >hether an appli1ant is physi1ally fit to perform

the >or. Thir,ly* the physi1al examination information 1an -e /se, to ,etermine if there are

1ertain physi1al 1apa-ilities* >hi1h ,ifferentiate s/11essf/l an, less s/11essf/l employees. ith health ,efe1ts from /n,ertaing >or that 1o/l, -e

,etrimental to them or might other>ise en,anger the employerDs property.

ill prote1t the employer from >orers 1ompensation 1laims that are

not 8ali, -e1a/se the inj/ries or illness >ere present >hen the employee >as hire,.

STEP B5 6 JO? OFFER5 6

The next step in the sele1tion pro1ess is jo- offer to those appli1ants >ho ha8e 1rosse, all the

pre8io/s h/r,les. Ko- offer is ma,e thro/gh a letter of appointe,. S/1h a letter generally 1ontains a

,ate -y >hi1h the appointee m/st report on ,/ty. The appointee m/st -e gi8en reasona-le time for

reporting. Thos is parti1/larly ne1essary >hen he or she is alrea,y in employment* in >hi1h 1ase

the appointee is re0/ire, to o-tain a relie8ing 1ertifi1ate from the pre8io/s employer. Again* a

64


31/94

ne> jo- may re0/ire mo8ement to another 1ity* >hi1h means 1onsi,era-le preparation* an,

mo8ement of property.

The 1ompany may also >ant the in,i8i,/al to ,elay the ,ate of reporting on ,/ty. "f the ne>

employeeDs first jo- /pon joining the 1ompany is to go on 1ompany /ntil perhaps a >ee -efore

s/1h training -egins. Nat/rally* this pra1ti1e 1annot -e a-/se,* espe1ially if the in,i8i,/al is

/nemploye, an, ,oes not ha8e s/ffi1ient finan1es.

$e1en1y ,eman,s that the reje1te, appli1ants -e informe, a-o/t their non%sele1tion. Their

appli1ants may -e preser8e, for f/t/re /se* if any. "t nee,s no emphasis that the appli1ations of

sele1te, 1an,i,ates m/st also -e preser8e, for the f/t/re referen1es.

STEP 5 6CONTRACT OF EMPLOYMENT5 6

There is also a nee, for preparing a 1ontra1t of employment. The -asi1 information that sho/l, -e

in1l/,e, in a >ritten 1ontra1t of employment >ill 8ary a11or,ing to the le8el of the jo-* -/t the

follo>ing 1he1list sets o/t the typi1al hea,ings3

• Ko- title

• $/ties* in1l/,ing a parse s/1h as CThe employee >ill perform s/1h ,/ties an, >ill

-e responsi-le to s/1h a person* as the 1ompany may from time to time ,ire1tL.

• $ate >hen 1ontin/o/s employment starts an, the -asis for 1al1/lating ser8i1e.

• Rate of pay* allo>an1e* o8ertime an, shift rates* metho, of payments.

• Ho/rs of >or in1l/,ing l/n1h -rea an, o8ertime an, shift arrangements.

• Holi,ay arrangements3

• Pai, holi,ays per year.

• P/-li1 holi,ays.

• !ength of noti1e ,/e to an, from employee.

• 2rie8an1es pro1e,/re (or referen1e to it).

o $is1iplinary pro1e,/re (or any referen1e to it).

o or r/les (or any referen1e to them).

o Arrangements for terminating employment.

o Arrangements for /nion mem-ership (if appli1a-le).

• Spe1ial terms relating to rights to patent s an, ,esigns* 1onfi,ential information an,

restraints on tra,e after termination of employment.

• #mployerDs right to 8ary terms of the 1ontra1t s/-je1t to proper notifi1ation -eing gi8en.

6&


32/94

The ,ra>-a1 >ith the 1ontra1ts is that it is almost to enfor1e them. A ,etermine, employee is

-o/n, to lea8e the organisation* 1ontra1t or no 1ontra1t. The employee is prepare, to pay the

penalty for -rea1hing the agreement or the ne> employer >ill pro8i,e 1ompensations. "t is the

reason that se8eral 1ompanies ha8e s1rappe, the 1ontra1ts altogether.

STEP 5 6CONCLUDIN# THE SELECTION PROCESS5 6

ontrary to pop/lar per1eption* the sele1tion pro1ess >ill not en, >ith exe1/ting the employment1ontra1t. There is another step G amore sensiti8e one reass/ring those 1an,i,ates >ho ha8e not

sele1te,* not -e1a/se of any serio/s ,efi1ien1ies in their personality* -/t -e1a/se their profile ,i,

not mat1h the re0/irement of the organisation. They m/st -e tol, that those >ho >ere sele1te,

>ere ,one p/rely on relati8e merit.

STEP 345 6EVALUATION OF SELECTION PRO#RAMME5 6

The -roa, test of the effe1ti8eness of the sele1tion pro1ess is the 0/ality of the personnel hire,. An

organisation m/st ha8e 1ompetent an, 1ommitte, personnel. The sele1tion pro1ess* if properly

,one* >ill ens/re a8aila-ility of s/1h employees. Ho> to e8al/ate the effe1ti8eness of a sele1tion

programme A perio,i1 a/,it is the ans>er.

3272756Fo, A00,oache+ to Se!ect$o&5

3ith lo1al 1ontrol

ey finan1ial targets an, in8estment ,e1isions. !o1al 1iti?ens manage s/-si,iaries* -/t the ey

jo-s remain >ith staff from the parent 1o/ntry. This is the approa1h* >hi1h is largely pra1ti1e, in

o/r 1o/ntry.

+,* Re*$oce&t,$c Se!ect$o&5 6

Here* 1ontrol >ithin the gro/p an, the mo8ements of staff are manage, on a regional -asis*

refle1ting the parti1/lar ,isposition of -/siness an, operations >ithin the gro/p. Regional

managers ha8e greater ,is1retion in ,e1ision. Mo8ement of staff is largely restri1te, to spe1ifi1

geographi1al regions an, promotions to the jo-s 1ontin/e to -e ,ominate, -y managers from the

parents 1ompany.

#,* #eoce&t,$c Staff$&*5 6

"n this 1ase* -/siness strategy is integrate, thoro/ghly on glo-al -asis. Staff ,e8elopment an,

promotion are -ase, on a-ility* not nationality. The -roa, an, other parts of the top management

6'


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str/1t/re are thoro/ghly international in 1omposition. Nee,less to say* s/1h organisations are

/n1ommon.

3272856PRO?LEMS IN EFFECTIVE SELECTION5 6

The main o-je1ti8e of sele1tion is to hire people ha8ing 1ompeten1e an, 1ommitment.

This o-je1ti8e s often ,efeate, -e1a/se of 1ertain -arriers. The impe,iments* >hi1h 1he1

effe1ti8eness of sele1tion* are per1eption* fairness* 8ali,ity* relia-ility an, press/re.

• Per1eption3 %O/r ina-ility to /n,erstan, others a11/rately is pro-a-ly the most

f/n,amental -arrier to sele1ting the right 1an,i,ate.

• Sele1tion ,eman,s an in,i8i,/al or a gro/p of people to assess an, 1ompare the respe1ti8e

1ompeten1ies of others* >ith the aim of 1hoosing the right persons for the jo-s. /t o/r

8ie>s are highly personali?e,.

• n/m-ers of >omen an, other less

pri8ilege, se1tions of the so1iety in mi,,le an, senior management positions an, open

,is1rimination on the -asis of age in jo- a,8ertisements an, in the sele1tion pro1ess >o/l,

s/ggest that all the efforts to minimi?e ine0/ity ha8e not -een effe1ti8e.

• Vali,ity* as explaine, earlier* is a test that helps pre,i1t jo- performan1e of an in1/m-ent.

A test that has -een 8ali,ate, 1an ,ifferentiate -et>een the employees >ho perform >ell

an, those >ho >ill not. Ho>e8er* a 8ali,ate, test ,oes not pre,i1t jo- s/11ess a11/rately.

"t 1an only in1rease possi-ility of s/11ess.

• Relia-ility3 %A relia-le metho, is one* >hi1h >ill pro,/1e 1onsistent res/lts >hen repeate,

in similar sit/ations. !ie 8ali,ate, test* a relia-le test may fail to pre,i1t jo- performan1e

>ith pre1ision.

• Press/re3 % Press/re is -ro/ght on the sele1tors -y politi1ians* -/rea/1rats* relati8es*

frien,s an, peers to sele1t parti1/lar 1an,i,ates. an,i,ates sele1te, -e1a/se of

1omp/lsions are o-8io/sly not the right ones. Appointments to p/-li1 se1tors /n,ertaings

generally tae pla1e /n,er s/1h press/res.

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COMPANY PROFILE

65


35/94

7242 COMPANY PROFILE

NTP* "n,iaBs largest po>er 1ompany* >as set /p in &@7 to a11elerate po>er ,e8elopment in

"n,ia. "t is emerging as an =I&te*,ate% Po)e, Mao,>* >ith a signifi1ant presen1e in the entire

8al/e 1hain of po>er generation -/siness. NTP has -een rane, 88Bth in the I7437- Fo,.e+

#!o.a! 7444D raning of the orl,Ds -iggest 1ompanies. ith a 1/rrent generating 1apa1ity of

5&*&;5 M* NTP plans to -e1ome a &';*444 M 1ompany -y '46'. "n May &* '4&4* the

1ompany >as grante, the 1o8ete, stat/s of GMaha Rat&aG -y the 2o8t. of "n,ia.

A PICTORIAL VIEW OF NTPC

V$+$o& +tateme&t

CA >orl, 1lass integrate, po>er major* po>ering "n,iaDs gro>th* >ith in1reasing glo-al presen1e.L

M$++$o& +tateme&t

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36/94

"$e8elop an, pro8i,e relia-le po>er* relate, pro,/1ts an, ser8i1es at 1ompetiti8e pri1es*

integrating m/ltiple energy so/r1es >ith inno8ati8e an, e1o G frien,ly te1hnologies an, 1ontri-/te

to so1iety2

Co,e @a!e+

• /siness #thi1s

• /stomer


37/94

• M/t/al Respe1t an, Tr/st

• "nno8ation an, Spee,

• Total /ality for #x1ellen1e

NTPBs 1ore -/siness is engineering* 1onstr/1tion an, operation of po>er generating plants. "t

also pro8i,es 1ons/ltan1y in the area of po>er plant 1onstr/1tions an, po>er generation to

1ompanies in "n,ia an, a-roa,. The total installe, 1apa1ity of the 1ompany is 5&*&;5 M

(in1l/,ing KVs) >ith &= 1oal -ase, an, @ gas -ase, stations* lo1ate, a1ross the 1o/ntry. "n

a,,ition /n,er KVs* @ stations are 1oal -ase, another station /ses naphtha:!N2 as f/el an, '

rene>a-le energy proje1ts. The 1ompany has set a target to ha8e an installe, po>er generating

1apa1ity of &* ';*444 M -y the year '46'. The 1apa1ity >ill ha8e a ,i8ersifie, f/el mix

1omprising 7=E 1oal* &=E 2as* &&E N/1lear an, &@E Rene>a-le #nergy So/r1es(R#S)

in1l/,ing hy,ro. y '46'* non fossil f/el -ase, generation 1apa1ity shall mae /p nearly ';E of

NTPDs portfolio. NTP has -een operating its plants at high effi1ien1y le8els. Altho/gh the

1ompany has &@.@7E of the total national 1apa1ity* it 1ontri-/tes '@.54E of total po>er

generation ,/e to its fo1/s on high effi1ien1y.

NTPC I&+ta!!e% Ca0ac$t #e&e,at$o&

"n O1to-er '445* NTP la/n1he, its "nitial P/-li1 Offering ("PO) 1onsisting of 7.'7E as fresh

iss/e an, 7.'7E as offer for sale -y 2o8ernment of "n,ia. NTP th/s -e1ame a liste, 1ompany in

No8em-er '445 >ith the 2o8ernment hol,ing ;.7E of the e0/ity share 1apital. "n


38/94

NTP has set ne> -en1hmars for the po>er in,/stry -oth in the area of po>er plant 1onstr/1tion

an, operations. "t is pro8i,ing po>er at the 1heapest a8erage tariff in the 1o/ntry.

NTPC>+ co&t,$.t$o& to)a,%+ &at$o&>+ tota! 0o)e, *e&e,at$o&

NTP is 1ommitte, to the en8ironment* generating po>er at minimal en8ironmental 1ost an,

preser8ing the e1ology in the 8i1inity of the plants. NTP is maing 1onstant efforts to impro8e

the so1io%e1onomi1 stat/s of the people affe1te, -y its proje1ts.

Hma& Re+o,ce+ $& NTPC

BPeople -efore P!< (Plant !oa, th of all o/r employees

as in,i8i,/als an, not j/st as employees. e 1/rrently employ approximately '=*444 people at

6;


39/94

NTP. ompeten1e -/il,ing* ommitment -/il,ing* /lt/re -/il,ing an, Systems -/il,ing are

the fo/r -/il,ing -lo1s on >hi1h o/r HR systems are -ase,.

HR V$+$o& Stateme&t

C#na-ling the employees to -e a family of 1ommitte, >orl, 1lass professionals maing NTP as

learning organi?ationL.

To in,/1t talent an, groom them into a ,e,i1ate, 1a,re of po>er professionals 9#xe1/ti8e

Trainee9 S1heme >as intro,/1e, in the year &@@ for re1r/itment in the ,is1iplines of

Me1hani1al* #le1tri1al* i8il* ontrol "nstr/mentation an, no> en1ompasses omp/ter

S1ien1e* hemistry* HR an, nships >ith all amenities s/1h as

e,/1ational* me,i1al an, re1reational opport/nities for employees an, their family mem-ers. The

moti8ation to perform an, ex1el is f/rther enhan1e, thro/gh a 1omprehensi8e NTP Re>ar,s an,

Re1ognition system. NTP has instit/tionali?e, 9$e8elopment enters9 in the 1ompany to

systemati1ally ,iagnose the 1/rrent an, potential 1ompeten1y re0/irements of the employees >ith

the o-je1ti8e of enhan1ing their ,e8elopment in a planne, manner. These enters gi8e a goo,

insight to the employees a-o/t their strengths an, >eanesses* the gaps in their 1ompeten1ies*

>hi1h they 1an -ri,ge thro/gh s/ita-le s/pport from 1ompany. $/e to inno8ati8e people

management pra1ti1es there is a high le8el of pri,e an, 1ommitment amongst employees as

refle1te, in the 8ario/s external s/r8eys in1l/,ing C2reat Pla1es to or for in "n,iaL in >hi1h

NTP >as rate, thir, 2reat Pla1e to >or for in the 1o/ntry in '447.

6


40/94

CORPORATE O?JECTIVES

?USINESS PORTFOLIO #ROWTH

• To f/rther 1onsoli,ate NTPs position as the lea,ing thermal po>er generation 1ompany

in "n,ia an, esta-lish a presen1e in hy,ro po>er segment.

• To -roa, -ase the generation mix -y e8al/ating 1on8entional an, non 1on8entional

so/r1es of energy to ens/re long r/n 1ompetiti8eness an, mitigate f/el riss.

• To ,i8ersify a1ross the po>er 8al/e 1hain in "n,ia -y 1onsi,ering -a1>ar, an, for>ar,

integration into areas s/1h as po>er tra,ing* transmission* ,istri-/tion* 1oal mining* 1oal

-enefi1iation* et1.

• To esta-lish a strong ser8i1es -ran, in the ,omesti1 an, international marets.

CUSTOMER FOCUS

• To foster a 1olla-orati8e style of >oring >ith 1/stomers* gro>ing to -e a preferre, -ran,

for s/pply of 0/ality po>er.

• To expan, the relationship >ith existing 1/stomers -y offering a -o/0/et of ser8i1es in

a,,ition to s/pply of po>er e.g. tra,ing* energy 1ons/lting* ,istri-/tion 1ons/lting*

management pra1ti1es.

• To expan, the f/t/re 1/stomer portfolio thro/gh profita-le ,i8ersifi1ation into

,o>nstream -/sinesses* retail ,istri-/tion an, ,ire1t s/pply.

• To ens/re rapi, 1ommer1ial ,e1ision maing* /sing 1/stomer spe1ifi1 information* >ith

a,e0/ate 1on1ern for the interests of the 1/stomer.

A#ILE CORPORATION

• To ens/re effe1ti8eness in -/siness ,e1isions an, responsi8eness to 1hanges in the

-/siness en8ironment -y3

% A,opting a portfolio approa1h to ne> -/siness ,e8elopment.

% ontin/o/s an, 1o%or,inate assessment of the -/siness en8ironments to

i,entify an, respon, to opport/nities an, threats.

% To ,e8elop a learning organi?ation ha8ing no>le,ge% -ase, 1ompetiti8e e,ge

in 1/rrent an, f/t/re -/siness.

% To effe1ti8ely le8erage "nformation Te1hnology to ens/re spee,y ,e1ision

maing a1ross the organi?ation.

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41/94

PERFORMANCE LEADERSHIP

• To 1ontin/o/sly impro8e on proje1t exe1/tion time an, 1ost in or,er to s/stain long

r/n 1ompetiti8eness in generation.

• To operate maintain NTP stations at par >ith the -est%r/n /tilities in the >orl,

>ith respe1t to a8aila-ility* relia-ility* effi1ien1y* pro,/1ti8ity an, 1osts.

• To effe1ti8ely le8erage information te1hnology to ,ri8e pro1ess effi1ien1ies.

• To aim for the performan1e ex1ellen1e in the ,i8ersifi1ation -/sinesses.

• To em-e, 0/ality in all systems an, pro1esses.

HUMAN RESOURCE DEVELOPMENT

• To enhan1e organi?ational performan1e -y instit/tionali?ing an o-je1ti8e an, open

performan1e management system.

• To align in,i8i,/al an, organi?ational nee,s an, ,e8elop -/siness lea,ers -y

implementing a 1areer ,e8elopment system.

• To enhan1e 1ommitment of employees -y re1ogni?ing an, re>ar,ing high

performan1e.

• To -/il, an, s/stain a learning organi?ation of 1ompetent >orl,%1lass professionals.

• To instit/tionali?e 1ore 8al/es an, 1reate a 1/lt/re of team%-/il,ing* empo>erment*

e0/ity* inno8ation an, openness >hi1h >o/l, moti8ate employees an, ena-le

a1hie8ement of strategi1 o-je1ti8es.

FINANCIAL SOUNDNESS

• To maintain an, impro8e the finan1ial so/n,ness of NTP -y pr/,ent management of

the finan1ial reso/r1es.

• To 1ontin/o/sly stri8e to re,/1e the 1ost of 1apital thro/gh pr/,ent management of

,eploye, f/n,s* le8eraging opport/nities in ,omesti1 an, international finan1ial

marets.

• To ,e8elop appropriate 1ommer1ial poli1ies an, pro1esses this >o/l, ens/re

rem/nerati8e tariffs an, minimi?e re1ei8a-les.

• To 1ontin/o/sly stri8e for re,/1tion in 1ost of po>er generation -y impro8ing

operating pra1ti1es.

5&


42/94

SUSTAINA?LE POWER DEVELOPMENT

• To 1ontri-/te to s/staina-le po>er ,e8elopment -y ,is1harging 1orporate so1ial

responsi-ilities.

• To lea, the se1tor in the areas of resettlement an, reha-ilitation an, en8ironment

prote1tion in1l/,ing effe1ti8e ash%/tili?ation* peripheral ,e8elopment an, energy

1onser8ation pra1ti1es.

• To lea, ,e8elopmental efforts in the "n,ian po>er thro/gh efforts at poli1y a,8o1a1y*

assisting 1/stomers in reform* ,isseminating -est pra1ti1es in the operations an,

management of po>er plants et1.

RESEARCH AND DEVELOPMENT

• To pioneer the a,option of relia-le* effi1ient an, 1ost%effe1ti8e te1hnologies -y

1arrying o/t f/n,amental an, applie, resear1h in alternate f/els an, te1hnologies.

• To 1arry o/t resear1h an, ,e8elopment of -reathro/gh te1hni0/es in po>er plant

1onstr/1tion an, operation that 1an lea, to more effi1ient* relia-le an, en8ironment

frien,ly operation of po>er plants in the 1o/ntry.

• To ,isseminate the te1hnologies to other players in the se1tor an, in the long r/n

generating re8en/e thro/gh proprietary te1hnologies.

5'


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RECRUITMENT AND SELECTION

PROCESS AT NTPC

56


44/94

82 RECRUITMENT AND SELECTION PROCESS AT NTPC

Ma&0o)e, P!a&&$&* a&% ?%*et$&*56

• "n all $i8isions an, Proje1ts of the 1ompany* -efore the en, of A/g/st e8ery year* ea1h

,epartment >ill re8ie> the a,e0/a1y or other>ise of the a8aila-le manpo>er >ith referen1e to

the tass an, targets an, ,etermine the a,,itional re0/irements of manpo>er in 0/alitati8e

an, 0/antitati8e terms for the imme,iately follo>ing finan1ial year.

• ase, on the re0/irements of the a,,itional manpo>er of the in,i8i,/al ,epartment the

,etaile, manpo>er plan for the finan1ial year >ill -e prepare, jointly -y "n,/strial

#ngineering $epartment for the $i8ision as a >hole gi8ing spe1ifi1 ,etails of ea1h post an,

this manpo>er plan 1ontaining ,etails of expen,it/re in8ol8e, >ill form a part of the o8erall

Manpo>er /,get of the $i8ision.

• Ann/al manpo>er plans for all the ,i8isions or proje1ts >ill -e 1onsoli,ate, into an integrate,

1ompany manpo>er plan >hi1h >ill form a part of the ann/al -/,get to -e s/-mitte, for

appro8al of the -oar, of ,ire1tors.

• On appro8al -y the -oar,* these manpo>er plans >ill form the general -asis of re1r/itment

,/ring the finan1ial year.

Jo. t$t!e+- Jo. +0ec$f$cat$o& a&% Pa +ca!e56

• Ko- spe1ifi1ations in,i1ating the eligi-ility re0/irements in terms of minim/m e,/1ation an,

or professional 0/alifi1ations* length* nat/re of 0/ality of experien1e* /pper age limit et1. an,

a general o/tline of the role an, the responsi-ilities >ill -e lai, ,o>n in respe1t of ea1h jo-

title along >ith the pay s1ale.

• To ens/re /niformity an, 1onsisten1y* jo- titles* jo- spe1ifi1ations an, role o/tlines together

>ith the pay s1ale appli1a-le in respe1t of all 1ategories of posts >ill -e iss/e, -y the

1orporate 1enter from time to time >ith the appro8al of the hairman an, Managing $ire1tor.

So,ce+ a&% Mo%e of Rec,$tme&t56

• All re1r/itment of the exe1/ti8e 1a,res for all ,i8isions an, proje1ts of the 1ompany >ill -e

,one in the 1orporate 1entre an, >ill -e ,ealt -y the 1orporate HR ,i8ision.

55


45/94

• "n respe1t of all other non exe1/ti8e personnel* re1r/itment >ill -e ,one -y the HR

,epartment of the ,i8ision: proje1t 1on1erne,.

E1te,&a! Rec,$tme&t56

ill -e ma,e on an all "n,ia -asis an, for this

p/rpose* the post to -e fille, >ill -e ,/ly notifie, thro/gh press a,8ertisement an, 1ompany

noti1e -oar, an, or 1ir1/lars iss/e, to go8ernment ,epartment an, p/-li1 se1tor /n,ertaing

>here s/ita-le 1an,i,ates of the re0/ire, expertise are expe1te, to -e a8aila-le. "n a,,ition to the

a-o8e in,/1tion of the exe1/ti8e an, spe1ialist non%exe1/ti8e personnel may-e ma,e as ,eeme,

ne1essary an, appropriate -y the a/thority 1ompetent to re1r/it from one or more of the follo>ing

so/r1es3

a) $ep/tation from entral or State go8ernment or #le1tri1ity oar, an, P/-li1 Se1tor organi?ations >here s/ita-le personnel on terms offere, -y the 1ompany may not -e a8aila-le

at the right time from other so/r1es or >here the time an, 1ost in8ol8e, in pro1essing

re1r/itments thro/gh open a,8ertisements may not -e j/stifie, in 8ie> of the n/m-er or

nat/re of posts to -e fille,.

-) amp/s inter8ie> an, exe1/ti8e trainees from rep/te, engineering or management

instit/tions to -e spe1ifie,.

1) an,i,ates lo1ate, thro/gh personal 1onta1ts an, talent s/r8ey.

I&te,&a! Rec,$tme&t56

hile filling jo- openings -y sele1tion from >ithin the internal 1an,i,ates >ho f/lfill all

eligi-ility re0/irements may -e 1onsi,ere, along >ith other 1an,i,ates. Appli1ations of all

internal 1an,i,ates >ill -e for>ar,e, to the HR $epartment -y the Hea, of the $epartment

>ho sho/l, gi8e in his for>ar,ing statement3

(a) omments on the s/ita-ility of the 1an,i,ates for the post applie, for.

(-) Assessment of the performan1e of the 1an,i,ate.

(1) Remars >hether or not 1an,i,ate 1an -e release, in 1ase he is sele1te, >itho/t,etriment to the jo- 1/rrently -eing han,le, -y him.

Se!ect$o& P,oce%,e56


46/94

hi1h the 1an,i,ate has applie,.

-) #xe1/ti8e aptit/,e test3 "t has 0/estions -ase, on 8o1a-/lary* 8er-al

1omprehension* a-stra1t reasoning* ,ata interpretation an, inferential reasoning.

E@a!at$o& a&% Sho,t !$+t$&* fo, I&te,@$e)56

The merit lists are ,ra>n ,is1ipline >ise an, 1/t%off s1ores are mare, for the test to ,eterminethe n/m-er of 1an,i,ates to -e 1alle, for inter8ie>.

• All 0/estions 1arry e0/al mars. The >eight age gi8en to the ans>ers is as follo>s3

&. No ans>er 4

'. orre1t ans>er &

6. rong ans>er %&:6

5. M/ltiple ans>ers % &:6

• 2enerally* three 1an,i,ates are 1alle, against ea1h i,entifie, 8a1an1y for the

,ifferent trainee s1hemes.

• Those se1/ring less than 54E in the te1hni1al no>le,ge test an, 64E in

exe1/ti8e aptit/,e test are eliminate, from the ?one of 1onsi,eration for

5=


47/94

inter8ie>* for S:ST 1an,i,ates this 1riterion is relaxe, to the t/ne of '7E

relati8e to that for general 1ategory 1an,i,ates.

Co&+t$tt$o& of Ce&t,a! Se!ect$o& ?oa,%56

onstit/tion of the entral Sele1tion oar, (S) for the inter8ie>s >ill -e as follo>s3

• hairman3 An eminent person of the le8el of #x% hairman of P/-li1 Se1tor

Fn,ertaing* #x%Se1retary to 2o8t. of "n,ia or #x%$ire1tor of NTP.

• Mem-ers3 T>o internal experts in the rele8ant ,is1ipline i.e. one HR representati8e an,

one S:ST representati8e.

The S spe1ifi1ally allots mars for in,i8i,/al personality traits an, the total aggregate

1onstit/te the mars o-taine, -y a 1an,i,ate. The total mars allotte, to the inter8ie> are 64.

The traits i,entifie, for #Ts are as /n,er3

&. #ffe1ti8e "ntelligen1e3 The 1apa1ity to han,le pra1ti1al sit/ations* it 1onsists of3 (a)

Analyti1al A-ility % The a-ility to grasp the essentials to form/late effe1ti8e plan of a1tion.

(-) Reso/r1ef/lness % The 1apa1ity to inno8ate an, impro8ise in /nforeseen sit/ations.

(1) Planning % The 1apa1ity to anti1ipate sit/ations an, ,e8elop effe1ti8e a1tion.

'. So1ial:Team /il,ing3 "t 1omprises of3

(a) Net>oring a-ility >ith 1olleag/es

(-) A-ility to infl/en1e an, ,ire1t the a1ti8ities of the team to>ar,s a1hie8ement of the goal.

(1) A-ility to form a p/rposef/l an, 1ohesi8e team

(,) A-ility to ,e8elop an, en1o/rage team mem-ers

6. omm/ni1ation3 A-ility to p/t a1ross oneBs i,eas a,e0/ately >ith ease an, 1larity. "t 1omprises

of logi1al presentation of i,eas an, 1apa1ity to p/t a1ross i,eas pre1isely an, 1on8in1ingly.

5@


48/94

5. "nitiati8e3 A-ility to originate a1tion of oneBs o>n. "t in1l/,es anti1ipation of exigen1ies an,

initiating appropriate a1tion >itho/t -eing prompte,.

7. !earning apa-ilities3 A-ility to gather information from a >i,e 8ariety of so/r1es i.e.

i,entifying an, a1ti8ely looing for rele8ant ,ata for a >or sit/ation.

=. Physi1al Agility3

(a) illingness to exert physi1ally in the interest of >or instea, of resorting to short1/ts.

(-) Physi1al an, mental stamina to >ithstan, long an, monotono/s >oring ho/rs.

I++a&ce of Offe,+56

The n/m-ers of offers of appointment that are iss/e, -ear a relationship to the past years fig/res

regar,ing a11eptan1e of offers an, final joining stat/s. The final pla1e of posting after s/11essf/l

1ompletion of training >ill -e mentione, in the offer of appointment -ase, on the 8a1an1ies at

8ario/s proje1ts gi8en -y the "n,/strial #ngineering gro/p of orporate enter.

Along >ith the offers of appointment* the ser8i1e agreement -on, >ill -e sent >ith ,etaile,

g/i,elines on ho> to fill /p the -on,.

Me%$ca! E1am$&at$o&56

No-o,y >ill -e appointe, to any post in the organi?ation /nless he is ,e1lare, physi1ally fit

as per the me,i1al fitness stan,ar,s pres1ri-e, for the post after a me,i1al examination -y the

a/thori?e, me,i1al offi1ers at the time of appointment.

Jo$&$&* Fo,ma!$t$e+56

#mployees on the first appointment to the ompanyBs ser8i1e >ill f/rnish to the #xe1/ti8e

Trainee 2ro/p 1opies of ,o1/ments an, other ,etails an, parti1/lars >hi1h in1l/,e3

i) Koining report

ii) A >ritten /n,ertaing regar,ing his3

a) Marital Stat/s

-) Home to>n

5;


49/94

1) "mmo8a-le property

,) #mployment of spo/se in any em-assy or foreign mission.

iii) Me,i1al fitness 1ertifi1ate

i8) Atteste, 1opies of -io%,ata

8) Atteste, 1opies of 1ertifi1ates an, testimonials

8i) A 1hara1ter 1ertifi1ate from a ga?ette, offi1er

8ii) Release an, pay 1ertifi1ates in 1ase if employees from 2o8ernment: P/-li1 Se1tor

Fn,ertaings

8iii) Attestation ill -e re0/ire, to exe1/te an, f/rnish -on,s* /n,ertaing to

1omplete the training 1o/rse an, thereafter to ser8e the ompany for a minim/m perio, as lai,

,o>n in the -on,.

Personal files for ea1h trainee >ill -e 1reate, -y the #xe1/ti8e Trainee 2ro/p >ith the original

-io%,ata form seen -y the entral Sele1tion oar, an, other forms in1l/,ing attestation form

s/-mitte, -y them at the time of joining.

The personal files of the trainees iss/e, appointment or,er >ill -e passe, on to the Training2ro/p at Po>er Management "nstit/te (PM")

I&%ct$o&56

After 1ompleting all the re1r/itment formalities* the trainees report at PM" an, on joining they are

gi8en a ,etaile, -riefing a-o/t the training plan. Training Jits* ties:s1ar8es are also ,istri-/te,.

The entire training program is for a year.

The training programme 1ommen1es >ith a formal ina/g/ration -y the Honora-le Minister of

Po>er follo>e, -y one >ee of "n,/1tion an, Orientation mo,/le at orporate enter to a10/aint

the trainees a-o/t the orporationBs aims* o-je1ti8es* plans an, f/n1tions of 8ario/s ,epartments.

On 1ompletion of "n,/1tion an, Orientation programme* trainees are ,i8i,e, in small gro/ps

-ase, on the total joine, to /n,ergo f/rther training at 8ario/s Proje1t Training "nstit/tes lie

5


50/94

Singra/li* or,s freshers are not eligi-le for this form of re1r/itment.

The re1r/itment pro1ess of lateral is almost same as the re1r/itment pro1ess of exe1/ti8e trainees.

The main ,ifferen1e -et>een the t>o is that in 1ase of lateral re1r/itment an all "n,ia >ritten test

,oes not tae pla1e. The sele1tion pro1ess 1onsists of 8ario/s types of test an, inter8ie> an,

sometimes e8en a gro/p ,is1/ssion taes pla1e.

Another point of ,ifferen1e is that all tass relating to lateral re1r/itment are ,one -y the HR

re1r/itment gro/p an, not the exe1/ti8e trainee gro/p.

Also in 1ase of lateral re1r/itment the employees ,o not ha8e a training perio, of one year. After

in,/1tion these employees 1an join their respe1ti8e ,epartments.

Rec,$tme&t Cc!e of NTPC

The re1r/itment 1y1le of NTP is gi8en -elo>3%

STEP 36 Re!ea+e of a%@e,t$+eme&t

The re1r/itment 1y1le at NTP -egins >ith the release of a,8ertisement in 8ario/s ne>spapers

an, in the "nternet. At NTP* re1r/itment taes pla1e -oth internally an, externally.

STEP 76 I&@$t$&* ca&%$%ate+

"nternal re1r/itment taes pla1e >hen sele1tion is ,one from amongst the employees of the

Organi?ation. At NTP* ex%employees i.e. people >ho ha8e resigne, 1an also apply. The

1ompany also goes for 1amp/s an, f/rther (#xe1/ti8e Trainee) re1r/itment.

STEP 86 Rece$@$&* a00!$cat$o&+ f,om ca&%$%ate+

On1e the a,8ertisement has -een release,* the next step is the re1eipt of appli1ation from

prospe1ti8e 1an,i,ates.

STEP 96Sc,ee&$&* of a00!$cat$o&+ . HR %e0a,tme&t

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51/94

S1reening of appli1ation forms 8is%%8is eligi-ility -y HR $epartment follo>s this. At this stage*

the ,o1/ments* along >ith other ,etails of the 1an,i,ates are 8erifie,. an,i,ates >ho ,o not fall

>ithin the eligi-ility 1riteria are ,is0/alifie,.

STEP :6 Sc,ee&$&* of a00!$cat$o&+ . ,e+0ect$@e %e0a,tme&t

On1e the HR $epartment has ,one the s1reening of appli1ation forms the appli1ations are sent to

the 1on1erne, ,epartment for f/rther s1r/tiny.

STEP 6 I&te,@$e) Sta*e

"f the ratio of post an, s/ita-le 1an,i,ates is less than &37* then the 1an,i,ates ,ire1tly enter the

inter8ie> stage* -/t if the ratio is greater than &37* then the 1an,i,ates appear for a >ritten test

prior to inter8ie>s. This helps in f/rther short%listing the 1an,i,ates* the res/lts of the >ritten test

are ,e1lare, in '%6 >ees an, ,epen,ing on the n/m-er of 1an,i,ates* the inter8ie>s last -et>een

&%6 ,ays.

STEPB6 Se!ect$o& Pa&e!

On1e the inter8ie> stage is o8er* the sele1tion panel is ma,e >here in 1an,i,ates >ho ha8e -een

finally sele1te, are rane, a11or,ing to the mars s1ore, -y them in the inter8ie>* 1an,i,ates are

j/,ge, on 8ario/s parameters on a s1ale of &4 points* the 1an,i,ates >ho s1ores the maxim/m is

rane, the highest.

STEP 6 Se&%$&* the offe,

On1e the sele1tion panel has -een ma,e* the offer letters are ,ispat1he, to the 1an,i,ates. They

are gi8en a-o/t a >eeDs time to sen, in their a11eptan1e or reje1tion of the offer to the 1ompany.

"f the 1an,i,ate fails to ,o so* a remin,er is sent to him asing him to s/-mit the same failing*

>hi1h the offer >o/l, -e passe, on to the next 1an,i,ate in the panel.

STEP 6 Po+t6offe, e,$e+ a&% &e*ot$at$o&+

On1e the 1an,i,ate has a11epts the offer* the next stage ,eals >ith han,ling the 0/eries of the

1an,i,ate an, negotiating >ith him a-o/t the pla1e of posting* gra,e* pay s1ale et1.

STEP 346 Me%$ca! E1am$&at$o&

After the 0/eries ha8e -een ,ealt >ith an, the 1an,i,ate has finally ,e1i,e, to join the

Organi?ation* he:she /n,ergoes a me,i1al examination* >hi1h is 1omp/lsory for all the 1an,i,ates

7&


52/94

>ho join the organi?ation. "f the me,i1al examination is fo/n, to -e OJ* an, the 1an,i,ate joins

the Organi?ation* then he:she is sent for in,/1tion program then sent either for training or ,ire1t

on jo-. "n 1ase the me,i1al examination sho>s the 1an,i,ate not OJ then the offer is ma,e to the

next 1an,i,ate in the sele1tion panel.

NTP s/-s1ri-es to the -elief that effi1ien1y* effe1ti8eness an, s/11ess of the organi?ation

,epen,s largely on the sills* a-ilities an, 1ommitment of the employees >ho 1onstit/te the most

important asset of the organi?ation.

The aim of NTP is therefore to attra1t the right talent for the jo-s an, mae it a8aila-le at the

right time an, in the right n/m-er >ith the /ltimate o-je1ti8e of ens/ring optim/m an, effe1ti8e

/tili?ation of the h/man reso/r1es in a 1limate of satisfa1tion* ,e8elopment an, gro>th.

Rec,$tme&t P,oce++ fo!!o)e% $& NTPC

Screening for

suitability by

respective

Screening Vis a

Vis Eligibility by

HR Department

RecheckReceipt of

Application

Release

of Advt.

Call etter

!f "ost# Suitable

Candidate

!$%ERV!E&'urther %ighter

Screening or

%est

()erSelectio

n "anel

%raining!nductio *oin

Direct

on *ob

(+

Does

$ot *oin,edically (+

(r $ot (+

"ost ()er

-ueries

$egotiations

Re/uired "lace

7'

$ot (+ Another ()er from

Selection "anel


53/94

RECRUITMENT UNDER EXECUTIVE TRAINEE ;ET< SCHEMES

The magnit/,e of #xe1/ti8e Manpo>er re0/irements along >ith the te1hni1al an,

professional no>%ho> pioneere, an, /tili?e, -y NTP ne1essitates in,/1tion of fresh

gra,/ate engineers* post gra,/ates in ,ifferent ,is1iplines in response to the existing an,

emerging nee,s of ,ifferent f/n1tional areas on a long%term -asis.

"t is felt that in areas >here the experien1e, personnel from other organi?ations meeting the

nee,s of potential assignments on the jo- 1annot -e re1r/ite,* the 1ompany >ill initiate its

o>n #T S1heme.

i,e open 1ompetiti8e examinations an,

1amp/s re1r/itments. Hiring is follo>e, -y 7' >ees of f/lly pai, in,/1tion training.

NTP s/-s1ri-es to the -elief that personnel sele1tion program 1om-ining the ,ifferent types

of tests* gro/p ,is1/ssion along >ith personal inter8ie>s >ill go a long >ay in strengthening

the o-je1ti8ity an, fairness of re1r/itment efforts.

The ompany has got three -roa, training s1hemes %3

• #ngineering #xe1/ti8e Trainees

• i,e 1ir1/lation. Along >ith this* to attra1t more talent #T 2ro/p approa1hes

1olleges of rep/te in rele8ant fiel,s to ,isplay a,8ertisement prominently in their 1amp/s. The

#T a,8ertisement is also sent to S:ST agen1ies also so as to enlist a large response from

1an,i,ates -elonging to S:ST 1ategories.

A %eta$!e% %e+c,$0t$o& of the a%@e,t$+eme&t *$@e& . NTPC fo, &e) ,ec,$tme&t of

E1ect$@e T,a$&ee $+ *$@e& .e!o)56

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54/94

VIEW OF ADVERTISEMENT OF EXECUTIVE TRAINEE OF NTPC

a!$f$cat$o&+56

ith the

pres1ri-e, ,egree i,entifie, for the ,is1ipline (as gi8en -elo>) 1an only apply for the post of

##Ts in the respe1ti8e ,is1iplines3

D$+c$0!$&e P,e+c,$.e% f!! t$me %e*,ee+ $& E&*$&ee,$&*

#le1tri1al #ngg #le1tri1al : #le1tri1al #le1troni1s : #le1tri1al* "nstr/mentation

ontrol :Po>er Systems High Voltage : Po>er #le1troni1s : Po>er

#ngineering

Me1hani1al #nggMe1hani1al : Pro,/1tion : "n,/strial #ngg: Pro,/1tion "n,/strial

#ngg:Thermal : Me1hani1al A/tomation : Po>er #ngineering

i8il #ngg i8il #ngineering

"nstr/mentation

#ngg

#le1troni1s "nstr/mentation : "nstr/mentation ontrol

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55/94

#le1troni1s #ngg#le1troni1s : #le1troni1s Tele1omm/ni1ation : #le1troni1s Po>er:

Po>er

#le1troni1s: #le1troni1s omm/ni1ation: #le1tri1al #le1troni1s

A*e !$m$t56

Fpper Age limit is '@ years as on 4&.4&.'4&6 i.e. 1an,i,ates -orn -efore 4&.4&.;= nee, not apply.

Se!ect$o& 0,oce++56

#ligi-le 1an,i,ates >ill ha8e to appear for 2ra,/ate Aptit/,e Test in #ngineering (2AT#)%

'4&6.ase, on the 2AT#%'4&6 MARJS an, re0/irement 1an,i,ates >ill -e short liste, for

2ro/p $is1/ssion an, Personal "nter8ie>. an,i,ates N##$ to se1/re minim/m 0/alifying

mars in 2$ "nter8ie>. an,i,ates are re0/ire, to appear for 2AT#%'4&6 paper as ,etaile,

-elo>3

E&*$&ee,$&* D$+c$0!$&e+ a+ a%@e,t$+e% .

NTPC

Co,,e+0o&%$&* #ATE67438Pa0e,

Co,,e+0o&%$&*#ATE67438

Pa0e, Co%e

#le1tri1al #ngineering ("n1l/,ing

#le1tri1al #le1troni1s* Po>er

#ngineering)

#le1tri1al #ngineering ##

Me1hani1al #ngineering ("n1l/,ing

Me1hani1al A/tomation* Po>er

#ngineering* Pro,/1tion #ngg* Thermal#ngg* "n,/strial #ngineering* Pro,/1tion

"n,/strial #ngineering

Me1hani1al #ngineering

ME

i8il #ngineering i8il #ngineering #

"nstr/mentation #ngineering ("n1l/,ing

#le1troni1s "nstr/mentation #ngg*

"nstr/mentation ontrol #ngg. "nstr/mentation #ngineering"N

#le1troni1s #ngineering ("n1l/,ing

#le1troni1s* #le1troni1s

Tele1omm/ni1ation* #le1troni1s Po>er*

Po>er #le1troni1s* #le1troni1s

omm/ni1ation an, #le1tri1al

#le1troni1s)

#le1troni1s #ngineering#

77


56/94

Com0e&+at$o& 0ac(a*e

Final Report on Sip Project of NTPC

Documents

Transcript of Final Report on Sip Project of NTPC