A STUDY ON

RECRUITMENT AND SLECTION PROCESS

IN SURYACHAKRA POWER CORPORATION LTD, HYDERABAD

A project report submitted to the

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY

In partial fulfillment of the requirement for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

(2008-2010)

S.RAVI SHANKAR

(08A11E0O38)

Under the guidance of

Asst. prof. B. BHANU PRIYA

NEWTON’S INSTITUTE OF ENGINEERING

(Affiliated to JNTU Kakinada) Alugurajupally, Koppunuru Post,

Macherla (Mandal), Guntur (Dist), Andhra Pradesh Pin: 522426

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CERTIFICATE

This is to certify that the company analysis entitled “A STUDY ON RECRUITMENT

AND SLECTION PROCESS IN SURYACHAKRA POWER CORPORATION LTD,

HYDERABAD” is a genuine and bonafied work done by S. RAVI SHANKAR, bearing Role

no : O8A11E0038, MBA. Under my guidance and supervision, for the partial fulfillment of the

award of degree of Master of Business Administration, Jawaharlal Nehru Technological

University, Kakinada.

B.BHANU PRIYA B.KARUNAKARA REDDY

PROJECT GUIDE HEAD OF THE DEPARTMENT

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ACKNOWLEDGEMENT

It is a great pleasure and opportunity for me to express my deep sense of gratitude to my

guide B.BHANU PRIYA, Assistant Professor, MBA department, Newton`s Institute of

Engineering, Macherla.I regard my grateful indebtedness to her for the effective supervision and

successful completion of the work.

I am also grateful to the principal of Newton`s Institute of Engineering,

Dr. M.JANARDHAN REDDY for providing me an opportunity to carry out this work.

I take this opportunity to express my gratitude to B.KARUNAKARA REDDY, Associate

Professor and Head of the department, MBA.

I express my sincere thanks to A.V.KIRAN KUMAR, Personal Manager, for allowing me to

do project in Suryachakra Power Corporation Ltd, Hyderabad.

S.RAVI SHANKAR

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DECLARATION

I declare that the company analysis report entitled “A STUDY ON RECRUITMENT AND

SLECTION PROCESS IN SURYACHAKRA POWER CORPORATION LTD,

HYDERABAD” submitted by me under the guidance of B.BHANU PRIYA, Assistant

professor, MBA department,Newtons Institute of Engineering ,Allugurajapalli ,Macherla for the

partial fulfillment of the award of the degree of Master of Business Administration ,Jawaharlal

Nehru Technological University, Kakinada, is original work done by me and has not been

submitted earlier in part or full to this or any other university for any degree or diploma.

Macherla S. RAVI SHANKAR

Date: 08-05-2010

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Chapter-1

Introduction

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INTRODUCTION

Human resource may be defined as the total knowledge, skills, creative abilities, talents

and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and

beliefs of the individuals involved in the affairs of the organization. It is the sum total or

aggregate of inherent abilities, acquired knowledge and skills represented by the talents and

aptitudes of the persons employed in the organization.

The human resources are multidimensional in nature. From the national point of view, human

resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes

obtained in the population; whereas from the viewpoint of the individual enterprise, they

represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the

talents and aptitudes of its employees.

DEFINITION OF H.R.M

“Human Resource Management is – The planning, organizating, directing and controlling

of the procurement, development, compensation, integration, maintenance and reproduction of

human resources to the end that the individual, organizational and societal objectives are

accomplished”.

- Flippo

EVOLUTION OF H.R.M

The early part of the century saw a concern for improved efficiency through careful design of

work. During the middle part of the century emphasis shifted to the employee's productivity.

Recent decades have focused on increased concern for the quality of working life, total quality

management and worker's participation in management. These three phases may be termed as

welfare, development and empowerment.

NATURE OF H.R.M

Human Resource Management is a process of bringing people and organizations together so that

the goals of each are met. The various features of HRM include:

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• It is pervasive in nature as it is present in all enterprises.

• Its focus is on results rather than on rules.

• It tries to help employees develop their potential fully.

• It encourages employees to give their best to the organization.

• It is all about people at work, both as individuals and groups.

• It tries to put people on assigned jobs in order to produce good results.

• It helps an organization meet its goals in the future by providing for competent and well-

motivated employees.

• It tries to build and maintain cordial relations between people working at various levels in the

organization.

• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology,

economics, etc.

SCOPE OF H.R.M

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection,

placement, transfer, promotion, training and development, layoff and retrenchment,

remuneration, incentives, productivity etc.

2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest

and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation

facilities, etc.

3. Industrial relations aspect-This covers union-management relations, joint consultation,

collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

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BELIEFS OF H.R.M

The Human Resource Management philosophy is based on the following beliefs:

• Human resource is the most important asset in the organization and can be developed and

increased to an unlimited extent.

• A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is

essential for developing human resource.

• HRM can be planned and monitored in ways that are beneficial both to the individuals and the

organization.

• Employees feel committed to their work and the organization, if the organization perpetuates a

feeling of belongingness.

• Employees feel highly motivated if the organization provides for satisfaction of their basic and

higher level needs.

• Employee commitment is increased with the opportunity to dis¬cover and use one's capabilities

and potential in one's work.

• It is every manager's responsibility to ensure the development and utilisation of the capabilities

of subordinates.

OBJECTIVES OF H.R.M

To prepare the employee to meet the present and changing future job requirements.

To prevent employee obsolesces.

To prove creative ability and talents.

To aid Total Quality Management.

To provide compensation frame work of HRD.

To enhance organizational capabilities.

To prepare employees for higher-level jobs.

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FUNCTIONS OF H.R.M

Performance appraisal

Employee training

Executive development

Career planning and development.

Successful planning and development

Organization change and organization development.

RECRUITMENT AND SELECTION

Human resource is an important corporate asset and the overall performance of company

depends on the way it is put to use. In order to realize company objectives, it is essential to

recruit people with requisite skills, qualification and experience. While doing so we need to keep

present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour market

conditions. Recruitment is almost central to any management process and failure in recruitment

can create difficulties for any company including an adverse effect on its profitability and

inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or

problems in management decision making.

Recruitment is however not just a simple selection process but also requires management

decision making and extensive planning to employ the most suitable manpower. Competition

among business organisations for recruiting the best potential has increased focus on innovation,

and management decision making and the selectors aim to recruit only the best candidates who

would suit the corporate culture, ethics and climate specific to the organisation.

The process of recruitment does not however end with application and selection of the right

people but involves maintaining and retaining the employees chosen. Despite a well drawn plan

on recruitment and selection and involvement of qualified management team, recruitment

processes followed by companies can face significant obstacles in implementation.

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Definition:

According to EDWIN FLIPPO ,”Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the

organization.”

OBJECTIVES OF RECRUITMENT :

To attract people with multi-dimensional skills and experience that suit the present and

future organizational strategies

To induct outsiders with new perspective to lead the company

To infuse fresh blood at all levels of the organization

To develop an organizational culture that attracts competent people to the company

To search or head hunt/head pouch people whose skills fit the company’s values

FACTORS GOVERNING RECRUITMENT

Internal Factors:

Recruiting policy of the organization

Employer’s Brand

Company’s pay package

Quality of work life

Organizational culture

Career planning and growth

Geographical spread of the company’s operations

Human resources planning strategy of the company

Size of the organization and the number of employees employed

Cost involved in recruiting employees

Growth and expansion plans of the organization

Role of trade unions.

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External Factors:

Supply and demand of specific skills in the labour market.

Political and legal considerations such as reservations of jobs for SC/ST/BC and so on

Company’s image-perception of the job seekers about the company

Socio-economic factors

Information systems like Employment exchanges / Tele-recruitment like internet.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build a

pool of qualified job applicants. The proves comprises five interrelated stages, via,

1. Planning.

2. Strategy development,

3. Searching.

4. Screening.

5. Evaluation and control.

The ideal recruitment programme is the one that attracts a relatively larger number of

qualified applicants who will survive the screening process and accept positions with the

organization, when offered, recruitment programmes can miss the ideal in many ways that is by

failing to attract an adequate applicant pool, by under / over selling the organization of by

inadequate screening applicants before they enter the selection process. Thus , to approach the

ideal, individuals responsible for the recruitment process must know how many and what types

of employees are needed, where and how to look for the individuals with the appropriate

qualification and interests, what inducement to use for various types of applicants groups, how to

distinguish applicants who are qualified from the those who have a reasonable chance of success

and how to evaluate their work .

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STAGE 1:

RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of likely

job vacancies and information about the nature of these jobs into set of objectives or targets that

specify the (1) numbers and (2) types of applicants to be contacted.

Numbers of contacts:

Organization, nearly always, plan to attract, more applicants than the will hire.

Some of those contacted will be uninterested, unqualified of both. Each time a recruitment

progamme is contemplated; one task is to estimate the number of applicants necessary to fill all

vacancies with the qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed out job openings. The

type of people depends on the tasks and responsibilities involved and the qualifications and

experience expected these details are available through hob description and job specification.

STAGE 2 :

STRATEGY DEVELOPMENT

When it is estimated that what types of recruitment and how many are required then one

has concentrate in

Make or buy employees

Organization must decide whether to hire less skilled employees and invest on training

and education programmes, or they can hire skilled labor and professional. Essential;;u this is the

make or buy decision. Organizations, which hire skilled and professionals shall have yo pay

more for these employees.

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Technological sophisticated

The second decision in strategy development relates to the methods used in recruitment

and selection. This decision is mainly influenced by the available to scan national and

international applicant qualification. Although impersonal, computers have given employers and

job seekers a wider scope of options in the initial screening stage.

Where to look

In order to reduce the costs, organizations look in to labor markets most likely to offer the

required job seekers. Generally, companies look in to the national market for managerial and

professional employees, regional or local markets for technical employees and local markets for

the clerical and blue-collar employees.

When to look

An effective recruiting strategy must determine when to look decide on the timings of

events besides knowing where and how to look for job applicants.

STAGE 3:

SEARCHING:

Once a recruitment plan and strategy are worked out, the search process can begin.

Search involves two steps.

1. Source activation:

Typically, sources and search methods are activated by the issuance of an employee

requisition. This means that no actual recruiting takes place until lone managers have verified

that vacancy dos exist or will exist.

If the organization has planned well and done a good job of developing its sources and

search methods, activation soon results in a flood of application and/or resumes.

The application received must be screened. Those who pass have to be contacted and

invited for interview. Unsuccessful applicants must be sent letter of regret.

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2. Selling:

A second issue to be addressed in the searching process concerns communications. Here,

organization walks tightrope. On one hand, they want to do whatever they can to attract desirable

applicants. On the other hand, they must resist the temptation of overselling their virtues.

In selling the organization, both the message and the media deserve attention. Message

refers to the employment advertisement. with regards to media m it may be stated that effected of

any recruiting message depends on the media.. media are several some have low credibility,

while others enjoy high credibility. Selection of medium or media needs to be done with a lot of

care.

STEP 4:

SCREENING

Screening of applicants can be regarded as an integral part of the recruiting process,

though many view it as the first step in the selection process. Even the definition on recruitment ,

we quoted in the beginning of this chapter , excludes screening from its scope. However, we

have included screening in recruitment for valid reasons. The section process will begin after the

applications have been scrutinized and shortlisted. Application received in response to

advertisements is screened and only eligible applicants are called for an interview . a selection

committee comprising the vice chancellor, registrar and subject experts conducts interview.

Here, the recruitment process extends up to screening the applications. The selection process

commences only later.

Stage 5:

EVALUATION AND CONTROL

It is necessary as considerable costs are incurred in the recruitment process. The costs generally

incurred are:

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1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job specification,

advertisements, agency liaison and so forth.

3. The cost of advertisements or other recruitment methods, that is, agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of recruiting unsuitable candidates for the selection process.

EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching and obtaining applications for jog seekers

in sufficient and quality. Keeping this objective in the mind, the evaluation might include:

1. Return rate of application sent out.

2. Number of suitable candidates for selection.

3. Recruitment and performance of the candidates selected.

4. Cost of the recruitment process.

5. Time lapsed data

6. Comments on image projected.

SOURCES OF RECRUITMENT

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

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

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

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

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

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SOURCES OF RECRUITMENT

INTERNAL SOURCES OF RECRUITMENT

Some Internal Sources Of Recruitments are given below:

1. TRANSFERS

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

experience.

2. PROMOTIONS

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

responsibility based on efficiency and experience.

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

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

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

the organisations as the people are already aware of the organisational culture and the policies

and procedures.

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

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

others.

EXTERNAL SOURCES OF RECRUITMENT

1. PRESS ADVERTISEMENTS

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

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

2. EDUCATIONAL INSTITUTES

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

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

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

3. PLACEMENT AGENCIES

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

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

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

4. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country. These exchanges

provide job information to job seekers and help employers in identifying suitable candidates.

5. LABOUR CONTRACTORS

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

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

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6. UNSOLICITED APPLICANTS

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

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

pool or the database of the probable candidates for the organisation.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organisations have structured system where the current employees of the organisation can

refer their friends and relatives for some position in their organisation. Also, the office bearers of

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

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

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

8. RECRUITMENT AT FACTORY GATE

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

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

vacancies.

SELECTION

Selection is defined as the basically picking an applicant from a pool of applicants who has the

appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for a

job.

And Selection is selecting the right candidate from the pool of applicants.

SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of the applicants and

ending with the contract of employment.

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19

External Environment

Internal Environment

Preliminary Interview

Selection Tests

Employment Interview

Reference and Background

Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

Rej

ecte

d Ap

plic

ation

STEP 1

PRELIMINARY INTERVIEW

The applications received from jog seekers would be subject to scrutiny so as to eliminate

unqualified applicants. This is usually followed by a preliminary interview the purpose of which

is more less the same as scrutiny of applications, that is, eliminate of unqualified applicants.

Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the other hand;

helps reject misfits for reason, which did not appear in the application forms. Besides,

preliminary interview, often called courtesy interview is a good public relation exercise.

STEP 2

SELECTION TESTS

Job seekers who pass the screening and the preliminary interview are called for tests. Different

types of tests may be administered, depending on the job and the company. Generally, tests are

used to determine the applicants ability, aptitude and personality.

The following are the different types of tests

1. Aptitude tests: These tests measure whether an individual has the capability or latent ability

to learn a given job if given adequate training. Aptitudes can be divided into follows:

(a) Intelligence Tests: These tests in general measure intelligence quotient of a candidate. In

detail these tests measure capacity for comprehension, reasoning, word fluency, verbal

comprehension, numbers, memory and space.

(b) Mechanical Aptitude Tests: These tests measure the capacities of spatial visualization,

perceptual speed and knowledge of mechanical matter. These tests are useful for selecting

apprentices, skilled, mechanical employees, and technicians.

(c) Clerical aptitude tests: measure specific capabilities involved in office work, items of this

test include spelling, computing, and comprehension. Coping and word measuring.

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2. Achievement tests: these tests are conducted when applicants claim to know something as

these test are concerned with what one has accomplished. These tests are more useful to measure

the value of specific achievement when an organization wishes to employ experienced

candidates. These are as follows

(a) Job knowledge test: under this test a candidate is tested in the knowledge of a particular job.

(b) Work sample test: under this test a portion of the actual work is given to the candidate as a

test and the candidate is asked to do it. if a candidate applies for a post of lecturer in management

he may be asked to deliver a lecture on management information system as work sample test.

3. Situational test: This test evaluates a candidate in a similar real life situation. In this test the

candidate is asked either to cope with the situation or solve critical situations of the job.

(a)Group discussion: this test is administered through group discussion approach to solve a

problem under which candidates are observed in the areas of initiating, leading, proposing

valuable ideas, conciliating skills, oral communicating skills, coordinating and concluding skills.

(b) In basket: situational test is administered through in basket. The candidate, in this test is

supplied with actual letters, telephone and telegraphic message, reports and requirements by

various officers of the organization, adequate information about the job and organization. The

candidate is asked to take decisions on various items based on the in basket information

regarding requirements in the memoranda.

4. Interest test: these tests are inventories of the likes and dislikes of candidates in relation to

work, job, occupations, hobbies and recreational activities. The purpose of this test is to find out

whether a candidate is interested or disinterested in the job for which he is a candidate and to

find out in which area of the job range/occupation the candidate is interested. The assumption of

these tests is that there is a high correlation between the interest of a candidate in a job and job

success. Interest inventories are less faked and they may not fluctuate after the age of 30.

5. Personality tests: these tests prove deeply to discover clues to an individual’s value system,

his emotional reactions and maturity and characteristic mood. They are expressed in such traits

like self-confidence, tact, emotional control, optimism, decisiveness, sociability, conformity,

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objectivity, patience, fear, distrust, initiative, judgment dominance or submission, impulsiveness,

sympathy, integrity, stability and self-confidence.

(a)Thematic Apperception Test (TAT): candidates are shown a series of pictures and are asked

to write a story based on these pictures. This test measured candidate’s conceptual, imaginative,

projective and interpretative skills.

(b)Ink-Blot test: The Rorschach inkblot test was first described in 1921. The candidates are

asked to see the ink-blot and make meaningful concepts out of them. The examiner keeps a

record of the responses, time taken, emotional expressions and other incidental behaviors.

STEP 3

INTERVIEW

The next step in the selection process is an interview. Interview is formal, in-depth

conversation conducted to evaluate the applicant’s acceptability. It is considered to be excellent

selection device. It is face-to-face exchange of view, ideas and opinion between the candidates

and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview

can be adapted to unskilled, skilled, managerial and profession employees.

TYPE OF INTERVIEWS

Interviews take many different forms. It is a good idea to ask the organization in advance what

format the interview will take.

Competency/criteria based interviews - These are structured to reflect the

competencies or qualities that an employer is seeking for a particular job, which will

usually have been detailed in the job specification or advert. The interviewer is looking

for evidence of your skills and may ask such things as: ‘Give an example of a time you

worked as part of a team to achieve a common goal.’

The organisation determines the selection criteria based on the roles they are recruiting

for and then, in an interview, examines whether or not you have evidence of possessing

these. Recruitment Manager, The Cooperative Group

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Technical interviews - If you have applied for a job or course that requires technical

knowledge, it is likely that you will be asked technical questions or have a separate

technical interview. Questions may focus on your final year project or on real or

hypothetical technical problems. You should be prepared to prove yourself, but also to

admit to what you do not know and stress that you are keen to learn. Do not worry if you

do not know the exact answer - interviewers are interested in your thought process and

logic.

Academic interviews - These are used for further study or research positions. Questions

are likely to centre on your academic history to date.

Structured interviews - The interviewer has a set list of questions, and asks all the

candidates the same questions.

Formal/informal interviews - Some interviews may be very formal, while others will

feel more like an informal chat about you and your interests. Be aware that you are still

being assessed, however informal the discussion may seem.

Portfolio based interviews - If the role is within the arts, media or communications

industries, you may be asked to bring a portfolio of your work to the interview, and to

have an in-depth discussion about the pieces you have chosen to include.

Scenario /case study interviews - These ranges from straightforward scenario questions

(e.g. ‘What would you do in a situation where…?’) to the detailed analysis of a

hypothetical business problem. You will be evaluated on your analysis of the problem,

how you identify the key issues, how you pursue a particular line of thinking and whether

you can develop and present an appropriate framework for organizing your thoughts.

Face-to-face interviews - This may be one-to-one between you and the interviewer, or

you may sometimes find that there are two interviewers, such as a functional specialist

and a member of the resourcing or HR team.

Panel interviews - These involve several people sitting as a panel, usually with a

chairperson to coordinate the questions. This type of interview is popular in the public

sector.

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Telephone interviews - Telephone interviews are increasingly used by companies as an

integral part of the recruitment process, often at an early stage of selection. If you are

offered a telephone interview, the most important fact to remember is that the employer

wants to find out the same information as they would face-to-face, so your preparation

needs to be just as thorough.

Group interviews - Several candidates are present and will be asked questions in turn. A

group discussion may be encouraged and you may be invited to put questions to the other

candidates.

Sequential interviews - These are several interviews in turn, with a different interviewer

each time. Usually, each interviewer asks questions to test different sets of competencies.

However, you may find yourself answering the same questions over and over. If this does

happen, make sure you answer each one as fully as the time before.

Stress interviews are still in common use. One type of stress interview is where the

employer uses a succession of interviewers (one at a time or en masse) whose mission is

to intimidate the candidate and keep him/her off-balance. The ostensible purpose of this

interview: to find out how the candidate handles stress. Stress interviews might involve

testing an applicant's behaviour in a busy environment. Questions about handling work

overload, dealing with multiple projects, and handling conflict are typical.

Behavioural: A common type of job interview in the modern workplace is the

behavioural interview or behavioural event interview, also called a competency-based

interview. This type of interview is based on the notion that a job candidate's previous

behaviours are the best indicators of future performance. In behavioural interviews, the

interviewer asks candidates to recall specific instances where they were faced with a set

of circumstances, and how they reacted.

STEP- 4

REFERENCE CHECK

Many employers request names, addresses, and telephone numbers of references for the

purpose of verifying information and perhaps, gaining additional background information on an

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applicant. Although listed on the application form, references are not usually checked until an

applicant has successfully reached the fourth stage of a sequential selection process. When the

labor market is very tight, organization sometimes hire applicants before checking references.

Previous employers, known as public figures, university professors, neighbors or friends

can act as references. Previous employers are preferable because they are already aware of the

applicant’s performance. But, the problem with this reference is the tendency on the part of the

previous employers to over rate the applicant’s performance just to get rid of the person.

Organizations normally seek letters of reference or telephone references. The letter is

advantageous because of is accuracy and low cost. The telephone reference also has the

advantage of soliciting immediate, relatively candid comments and attitude can sometimes be

inferred from hesitations and inflections in speech.

It may be stated that the information gathered through references hardly influence

selection decisions. The reasons are obvious:

1. The candidate approaches only those persons who would speak well about him or her.

2. People may write favorably about the candidate in order to get rid of him or her

3. People may not like to divulge the truth about a candidate, let it might damage or ruin his/ her

career.

STEP 5

SELECTION DECISION

After obtaining information through the preceding steps, selection decision the most

critical of all the steps must be made. The other stages in the selection process have been used to

narrow the number of candidates. The final decision has to be made the pool of individuals who

pass the tests, interviews and reference check.

The view of the line manger will be generally considered in the final selection because it

is he / she who is responsible for the performance o the new employee. The HR manager plays a

crucial role in the final selection.

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STEP 6

PHYSICAL EXAMINATION

After the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. A job offer is, often contingent upon the candidate being declared

fit after physical examination. The results of the medical fitness test are recorded in astatement

and are preserved in the personnel records. There are several objectives behind a physical test.

Obviously, one reason for a physical test is to detect if the individual carries any infectious

disease. Secondly, the test assists in determining whether an applicant is physically fit to perform

the work. Thirdly, the physical examination information can be used to determine if there are

certain physical capabilities, which differentiate successful and health defects from undertaking

work that could be detrimental to them or might otherwise endanger the employer’s property.

Finally, such an examination will protect the employer from workers compensation claims that

are not valid because the injuries or illness were present when the employee was hired.

STEP-7

JOB OFFER

The next step in the selection process is job offer to those applicants who have crossed

all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally

contains a date by which the appointee must report on duty. The appointee must given reasonable

time for reporting. This is particularly necessary when he or she is already in employment, in

which case the appointee is required to obtain a relieving certificate from the previous employer.

Again, a new job may require movement to another city, which means considerable preparation,

and movement of property.

The company may also want the individual to delay the date of reporting on duty. If the

new employee’s first job upon joining the company is to o on company until perhaps a week

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before such training begins. Naturally, this practice cannot be abused, especially if the individual

is unemployed and does not have sufficient finances.

Decency demands that the rejected applicants be informed about their non selection.

Their applicants may be preserved for future use. If any. It needs no emphasis that the

applications of selected candidates must also be preserved for the future references.

STEP 8

CONTRACT OF EMPLOYMENT

After the job offer has been made and candidates accept the offer, certain documents

need to be executed by the employer and the candidate. One such document is the attestation

form. This form contains vital details about the candidate, which are authenticated and attested

by him/ her. Attestation form will be a valid record for the future reference.

There is also a need for preparing a contract of employment. The basic information that

should be included in a written contract of employment will vary according to the level of the

job, but the following checklist sets out the typical headings:

Job title

Duties, including a parse such as “The employee will perform such duties and will be

responsible to such a person, as the company may from time to time direct”.

Date when continuous employment starts and the basis for calculating service.

Rate of pay, allowances, overtime and shift rates, method of payments.

Hours of work including lunch break and overtime and shift arrangements.

o Paid holidays per year.

o Calculation of holiday pay.

o Qualifying period.

o Accrual of holidays and holiday pay.

o Details of holidays year.

o Dates when holidays can be taken.

o Maximum holidays that can be take at any one time.

27

o Carryover of holiday of holiday entitlement.

o Public holidays.

Length of notices due to and from employee.

Grievances procedure ( or any reference to them)

Disciplinary procedure (or any reference to it)

Work rules (or any reference to them)

Arrangements for terminating employment.

Arrangements for union membership ( if applicable)

Special terms relating to rights to patent and design, confidential information and

restraints on trade after termination of employment.

Employer‘s right to vary terms of the contract subject to proper notification being given.

Alternatively called employment agreements or simply bonds, contracts of employment serve

many useful purposes. Such contracts seek to restrain job-hopers, to protect knowledge and

information that might be vital to a company’s healthy bottom line and to prevent competitors

from poaching highly valued employees.

Great care is taken to draft the contract forms. Often, services of law firms carely engaged to

get the forms drafted and finalized.

Most employers insist on agreements being signed by newly hired employees. But high

turnover sectors such as software, advertising and media are more prone to use contracts.

The drawback with the contracts is that it is almost to enforce them. A determined employee

is bound to leave the organization, contract or no contract. The employee is prepared to pay the

penalty for breaching the agreement or the new employer will provide compensations. It is the

reason that several companies have scrapped the contracts altogether.

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STEP 9

CONCLUDING THE SELECTION PROCESS

Contrary to popular perception, the selection process will not end with executing the

employment contract. There is another step amore sensitive one reassuring those candidates who

have not selected, not because of any serious deficiencies in their personality, but because their

profile did not match the requirement of the organization, they must be told that those who were

selected were done purely on relative merit.

STEP 10

EVAUATION AND CONTROL

The broad test of he effectiveness of the selection process is the quality of the personnel hired.

An organization must have competent and committed personnel. The selection process, if

properly done, will ensure availability of such employees. How to evaluate the effectiveness of

a selection programme? A periodic audit is the answer. People who work independent of HR

department must conduct audit. The table below contains an outline that highlights th areas and

questions to be covered in a systematic evaluation.

29

Chapter-2

Research Methodology

30

RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

To study various recruitment and selection methods of the Suryachakra Power

Corporation Ltd.

To know the recruitment sources of the Suryachakra Power Corporation Ltd.

To study the impact of recruitment and selection on employee’s attitude.

To know the recruitment policy of the Suryachakra Power Corporation Ltd.

To know how the recruitment process helps in creating overall efficiency, cost

reduction, on time delivery with reference to external customer.

SCOPE OF THE STUDY

Every organization need to have effective human resources as the human resources are the

greatest asset for the organization. Recruitment and selection will be helpful to employ suitable

candidates for the job. The present study was conducted at the head office of the Suryachakra

Power Corporation Ltd, Hyderabad. It made an attempt to know the Recruitment and

selection process in Suryachakra Power Corporation Ltd and it reveals the effectiveness of the

Recruitment and selection procedure towards the organizational development.

DATA SOURCES

Data which is required for the study is collected from the both. primary and secondary

sources.

PRIMARY SOURCE

The primary data was collected from the respondents that are employees of the

organization directly with questionnaires and by observation.

31

SECONDARY SOURCE

The secondary data was collected by consulting the management for getting information

from previous records and company’s website and referred text books and journals in library.

DATA COLLECTION TOOLS

A structured questionnaire which consists of the multiple choice questions is used for the

collection of primary data.

SAMPLE SIZE: There are 120 employees in the organization and the sample size taken

was 50 respondents only.

POPULATION: Employees from different departments and with different designation of

Suryachakra Power Corporation Ltd.

STATISTICAL TOOLS

The tools used for analysis are percentage method and bar charts.

LIMITATIONS OF THE STUDY

1) The sample size is limited to 50 respondents only.

2) The time is major constraint for the present study as it was conducted only for one

month period.

3) Some of the respondents were not interested to express their views properly.

32

Chapter-3

Industry Profile

33

INDUSTRY PROFILE

OVERVIEW OF POWER SECTOR

INTRODUCTION

An economy’s growth, development, ability to handle global competition is all dependent

on the availability, reliability and quality of the power sector. As the Indian economy continues

to surge ahead, electrification and electricity services have been expanding concurrently to

support the growth rate. The demand for power is growing exponentially and the scope of growth

of this sector is immense.

Existing generation suffers from several recurrent problems. The efficiency and the

availability of the coal power plants are low by international standards. A majority of the plants

use low-heat-content and high-ash unwashed coal. This leads to a high number of airborne

pollutants per unit of power produced. Moreover, past investments have skewed generation

toward coal-fired power plants at the expense of peak-load capacity. In the context of fast-

growing demand, large T&D losses and poor pooling of loads at the national level exacerbate the

lack of generating capacity.

India is one of the main manufacturers and users of energy. Globally, India is presently

positioned as the 11th largest manufacturers of energy. It is also the worlds’ 6th largest energy

users. In spite of its extensive yearly energy output, Indian power sector is a regular importer of

energy because of huge disparity.

Global and Indian economy have decelerated, but power is one of the few commodities in

short supply in India. So, despite the sluggishness in production and demand for manufactured

products, India remains power hungry, both in terms of normal and peak power demand. Power

is derived from various sources in India. These include thermal power, hydropower or

hydroelectricity, solar power, biogas energy, wind power etc. The distribution of the power

generated is undertaken by Rural Electrification Corporation for electricity power supply.

34

GLOBAL OVERVIEW

The energy required to support our economies and lifestyles provides tremendous

convenience and benefits. Energy consumption is reportedly higher in countries where less than

5 % of the population lives below the poverty line than it is in countries where most people live

in poverty -- four times higher. For example, Americans make up less than 5 % of the world’s

population yet consume 26 % of the world’s energy. World electricity generation rose at an

average annual rate of 3.7% from 1971 to 2004, greater than the 2.1% growth in total primary

energy supply. This increase was largely due to more electrical appliances, development of

electrical heating in several developed countries and rural electrification programmes in

developing countries.

De-regulation in areas of the global energy markets has led to fierce competition. Now

more than ever electricity has to be produced at a lower cost with many countries imposing ever

tightening environmental legislation to reduce the impact power generation has on the

environment. The enormous challenges are recognised in providing electricity as efficiently as

possible and strive to develop technology to meet your needs. Collectively, developing countries

use 30% of the world's energy, but with projected population and economic growth in those

markets, energy demands are expected to rise 95 %. Overall global consumption is expected to

rise 50 % from 2005 to 2030.

World energy consumption is projected to expand by 50% from 2005 to 2030 in the

IEO2008 reference case projection. Although high prices for oil and natural gas, which are

expected to continue throughout the period, are likely to slow the growth of energy demand in

the long term, world energy consumption is projected to continue increasing strongly as a result

of robust economic growth and expanding populations in the world’s developing countries.

Energy demand in the OECD economies is expected to grow slowly over the projection period,

at an average annual rate of 0.7%, whereas energy consumption in the emerging economies of

non-OECD countries is expected to expand by an average of 2.5 % per year.

China and India—the fastest growing non-OECD economies—will be key contributors to

world energy consumption in the future. Over the past decades, their energy consumption as a

35

share of total world energy use has increased significantly. In 1980, China and India together

accounted for less than 8 % of the world’s total energy consumption. In 2005 their share had

grown to 18 %. Even stronger growth is projected over the next 25 years, with their combined

energy use more than doubling and their share increasing to one-quarter of world energy

consumption in 2030 in the IEO2008 reference case. In contrast, the U.S. share of total world

energy consumption is projected to contract from 22 % in 2005 to about 17 % in 2030.  Energy

consumption in other non-OECD regions also is expected to grow strongly from 2005 to 2030,

with increases of around 60 % projected for the Middle East, Africa, and Central and South

America. A smaller increase, about 36 %, is expected for non-OECD Europe and Eurasia

(including Russia and the other former Soviet Republics), as substantial gains in energy

efficiency result from the replacement of inefficient Soviet-era capital stock and population

growth rates decline.

POWER SECTOR IN INDIA

The process of electrification commenced in India almost with the developed world, in

the 1880s, with the establishment of a small hydroelectric power station in Darjeeling. However,

commercial production and distribution started in 1889, in Calcutta (now Kolkata). In the year

1947, the country had a power generating capacity of 1,362 MW. Generation and distribution of

electrical power was carried out primarily by private utility companies such as Calcutta Electric.

Power was available only in a few urban centers; rural areas and villages did not have electricity.

After 1947, all new power generation, transmission and distribution in the rural sector and the

urban centers (which was not served by private utilities) came under the purview of State and

Central government agencies. State Electricity Boards (SEBs) were formed in all the states.

Legal provisions to support and regulate the sector were put in place through the Indian

Electricity Act, 1910. Shortly after independence, a second Act - The Electricity (Supply) Act,

1948 was formulated, paving the way for establishing Electricity Boards in the states of the

Union.

In 1960s and 70s, enormous impetus was given for the expansion of distribution of

electricity in rural areas. It was thought by policy makers that as the private players were small

36

and did not have required resources for the massive expansion drive, the production of power

was reserved for the public sector in the Industrial Policy Resolution of 1956. Since then, almost

all new investment in power generation, transmission and distribution has been made in the

public sector. Most of the private players were bought out by state electricity boards.

From the installed capacity of only 1,362mw in 1947, has increased to 97000 MW as on

March 2000 which has since crossed 100,000 MW mark India has become sixth largest

producer and consumer of electricity in the world equaling the capacities of UK and France

combined. The number of consumers connected to the Indian power grid exceeds is 75 million.

India's power system today with its extensive regional grids maturing in to an integrated

national grid, has millions of kilometers of T & D lines criss-crossing diverse topography of the

country.

However, the achievements of India's power sector growth looks phony on the face of

huge gaps in supply and demand on one side and antediluvian generation and distribution system

on the verge of collapse having plagued by inefficiencies, mismanagement, political interference

and corruption for decades, on the other. Indian power sector is at the cross road today. A

paradigm shift is in escapable- for better or may be for worse.

SWOT ANALYSIS

STRENGHTS AND OPPORTUNITIES OF POWER SECTOR:

Well established and vast transmission and distribution network.

Highly qualified engineering and technical personnel.

Regulatory framework is further facilitated with enactment of Electricity Bill, 2003.

The Electricity Bill, 2003 holds promises for the power sector and certainly for the

consumer by way of competition reliability and rationalized tariff structure.

Emergence of strong and globally comparable central utilities (NTPC, POWERGRID).

India has substantial non-conventional energy resource base and technologies to meet

growing power requirements by tapping this energy.

37

WEAKNESSES AND THREATS TO POWER SECTOR:

Poor infrastructure has led to heavy T&D losses. Old and poor transmission and

distribution network has led to frequent power outages and poor quality of power

Lack of proper metering and theft has led to large scale losses. Only 51% of the power

generated is billed and only 41% is realized

Moreover, Government provides power to agricultural sector at subsidized rates and also

free of cost in some states. All these factors have resulted in financial disorder of the

State Electricity Boards (SEBs).

Restoration of SEBs financial health and improvement in their operating performance

continues to be a critical issue. The Government of India has signed a Memorandum of

Understanding (MOU) with various states reflecting the joint commitment of centre and

states to undertake reforms in a time bound manner

Poor return to utilities, which affect their profitability and capacity to make further

investments

Increasing gap between unit cost of supply & revenue, approximately Rs 1.10/ unit

Managerial and financial inefficiencies in state sector utilities have adversely affected

capacity addition and systems improvement

Non-availability of quality coal may hamper thermal plants’ efficiency in power

generation

Inability of SEBs to raise funds, as most of the SEBs is on the verge of bankruptcy due to

poor operational performance. Adding to the problems, SEBs need huge money to

measure up competition from efficient private players

The major risk of privatizing a critical sector like power is the precedence of commercial

over public interest. Some of these interests that will take a back seat include

development of environment friendly generation and provision of electricity for rural

areas. The new Electricity Act does not provide any specific financial incentives for

private players to address public issues

The SBEs which are right now holding 60% of total installed capacity, will be hit

adversely by some provisions of the new electricity act such as delicensing of generation

and open access for IPPs and CPPs, there by such units will take away the most lucrative

38

customers (like industrial and commercial users) from the SEBs. This will not only affect

SEB’s but also the entire power sector for near term.

ISSUES AND CHALLENGES

While India has made impressive progress in the Power Sector since independence, it has

not been sufficient. In terms of generation, while new capacity has been added, demand has far

outstripped the supply leading to a widening gap. The primary reason of the widening gap lies

in the distribution link in the value chain. The generation companies have not found it easy to

recover their dues from their biggest buyers, mainly the State Electricity Boards (SEBs). SEBs

suffer huge financial losses every year due to power theft and ineffective practices of billing

and collection. Apparently, the losses have reached an alarming Rs. 26,000 crore. It is clear

that the biggest fundamental issue hampering the viability of the Indian Power Sector is the

sheer volume or level of Transmission and Distribution (T&D) losses that amount to 25%, a

very high level by any standard. To make the matter worse, indirect calculations show T&D

losses to be much higher in the range of 40-50%. In addition, the distribution system in India is

often characterized by inefficiency, low productivity, frequent interruption in supply and poor

voltage.

The power supply position is characterized by shortages both in terms of demand met

during peak time and overall energy supply. The peaking shortage is much more in every

region and it is about 12% on all India basis. The energy shortages on regional basis are

varying in magnitude and overall shortage on all India basis is about 7%. To meet the growing

demand and shortages encountered in various regions, generation capacity is required to be

doubled in 10 years, so that the total demand both in terms of peak and energy can be met

With the advent of economic liberalization in 1991, the power sector was the focus of attention

for attracting private investment specially FDI in generation. Eight fast track projects were

even offered counter guarantees for payment by the Central Government in addition to the

guarantees of the State Governments. By 1995-96, 57,000 MW of projects were proposed by

39

potential developers and 27,000MWhad received techno-economic clearance from the Central

Electricity Authority. These were all MOU based projects with negotiated costs and tariffs. In

the absence of a transparent process of bidding, many of these had high costs. Due to lack of

adequate payment security mechanisms, combined in some cases with public perceptions of

high cost in tariffs, most of these projects did not get implemented. Since 1990 till date only

9922MWof generation has come in the private sector.

The decade of the 1990s also saw the gradual deterioration of the financial health of State

Electricity Boards. Towards the latter half of 1990s, it was apparent that the deterioration in the

finances of the State Electricity Boards was becoming unsustainable. Restoration of the

financial health of the State Electricity Boards / State Utilities was recognized as the most

critical challenge facing the sector. In this context it becomes clear that the distribution sector

needed urgent attention if the trend of deteriorating financial health had to be reversed. The

reversal would need a combination of the following key measures:-

a. Control of theft of electricity

b. Reduction in the cost of supply through reduction in technical losses.

c. Better management and lowering the cost of generation

d. Payment of user charge and Tariff rationalization

FUTURE PLANS FOR POWER FOR ALL BY 2012

The country’s transmission perspective plan for eleventh plan focuses on the

strengthening of National Power Grid through addition of over 60,000 ckm of Transmission

Network by 2012. Such an integrated grid shall carry 60% of the power generated in the country.

The existing inter-regional power transfer capacity is 17,000 MW, which is to be further

enhanced to 37,000 MW by 2012 through creation of “Transmission Super Highways”. Based on

the expected generation capacity addition in XI plan, an investment of about 75,000 Crore is

envisaged in Central Sector and Rs. 65,000 Crore is envisaged in the State Sector.

40

POWERGRID is working towards achieving its mission of “Establishment and Operation

of Regional and National Power Grids to facilitate transfer of power within and across the

regions with reliability, security and economy, on sound commercial principles".

The exploitable energy resources in our country are unevenly distributed, like Coal

resources are abundant in Bihar/Jharkhand, Orissa, West Bengal and Hydro Resources are

mainly concentrated in Northern and North-Eastern Regions. As a result, some regions do not

have adequate natural resources for setting power plants to meet their future requirements

whereas others have abundant natural resources. Demand for power continues to grow unabated.

This calls for optimal utilization of generating resources for sustainable development. Thus,

formation of National Power Grid is an effective tool to achieve this as various countries have

adopted the model of interconnecting power grid not only at national level but also at

international level.

Further, acquiring Right of Way (ROW) for constructing transmission lines is getting

increasingly difficult, especially in eco-sensitive areas like North-Eastern Region, Chicken neck

area, hilly areas in Jammu & Kashmir and Himachal Pradesh. At the same time, these areas are

also endowed with major hydro potential of the country. This necessitates creation of

“Transmission Super Highways”, so that in future, constraints in ROW do not cause bottleneck

in harnessing generating resources. Inter-connection of these highways from different part of the

country would ultimately lead to formation of a high capacity “National Power Grid”.

Thus, developments in power sector emphasize the need for accelerated implementation

of National Power Grid on priority to enable scheduled/unscheduled exchange of power as well

as for providing open access to encourage competition in power market. Formation of such a

National Power Grid has been envisaged in a phased manner.

Initially, considering wide variations in electrical parameters in the regional grids, primarily

HVDC interconnections were established between the regions. This was completed in the year

2002, thereby achieving inter-regional power transfer capacity of 5000 MW.

In the next phase, inter-regional connectivity is planned to be strengthened with hybrid

system consisting of high capacity EHV/UHV AC and HVDC links. Such a National Power Grid

41

is envisaged to disperse power not only from Mega sized generation projects but also to enable

transfer of bulk power from one part of the country to another in different operational scenarios

say, in varying climatic conditions across the country: Summer, Winter, Monsoon etc.

Commissioning of links under this phase has already begun with the commissioning of 2000

MW Talcher-II HVDC Bipole, Raipur – Rourkela 400kV D/C AC transmission line having

Series Compensation, augmentation of Gazuwaka HVDC (500MW) back to back link and Tala

transmission system. The inter-regional transfer capacity of 16,200 MW is available as on date.

Further strengthening of National Power Grid is envisaged through high capacity AC EHV lines,

765 kV UHV AC lines/ HVDC lines. This phase is planned to be implemented by 2012 when

inter-regional power transfer capacity will be enhanced to about 37,700 MW by the end of XI

Plan, depending upon planned growth of generation capacity

42

Chapter-4

Company Profile

COMPANY PROFILE

43

HISTORY OF THE COMPANY

The Company was originally incorporated as Suryachakra Power Corporation Limited

on February 28, 1995 with registration no. 01-19554, in Hyderabad, Andhra Pradesh under the

Companies Act, 1956 and obtained certificate of commencement of business on March 16, 1995.

The Company was converted into a private limited company with effect from August 9, 2000.

Pursuant to this, the name of the Company was changed to Suryachakra Power

CorporationPrivate Limited. The Company was re-converted into a public limited company with

effect from September 8, 2005 in terms of Section 31(1)/44 of the Companies Act, 1956.

Pursuant to this, the name of the Company was changed to Suryachakra Power Corporation

Limited. The Company was promoted by Dr. S.M. Manepalli and his associates.

Suryachakra had bagged the award to construct and operate a 20 MW Diesel based

Power Plant in Andaman & Nicobar Islands by the A & N Administration. The project was

awarded to Suryachakra in Competitive Bidding. Accordingly, PPA was signed by the Chief

Secretary, Andaman & Nicobar Administration on behalf of President of India on 20th

November 1997 This Power Station has to work as base loan station and supply energy in the

South Andaman i.e. Port Blair and nearby Villages.

It is the only company in the private sector to dedicate a thermal power plant in the

union territory of Andaman and Nicobar Islands to the nation. The A & N administration

declared commercial operation date for the plant at Andaman and Nicobar with effect from

April 01, 2003. The Company has acquired 100% shareholding in the following three companies

that are also into power generation.

1. Lahari Power & Steels Limited

2. South Asian Agro Industries Limited

3. MSM Energy Limited

Lahari, SAAIL and MSM have become wholly owned subsidiaries on November 26, 2005,

November 21, 2005 and November 23, 2005 respectively.

KEY DEVELOPMENTS

44

The company has been accredited with ISO 9001-2008 certificate for the plant at Port

Blair.

The promoters of the Company acquired the shares held by .Caterpillar Power Ventures

International (Mauritius) Limited during 2005 through Kalyan Securities Limited one of

the promoter's core investment companies.

SPCL launched three wholly owned subsidiaries for setting up of biomass power plants:

LPSL, SAAIL and MSM Energy Limited.

SPCL received License for Power Trading.

Initial Public Offer: The Company came out with a successful IPO of 3.4 crores equity

shares of Rs. 10/- each at a premium of Rs. 10/- during June 2007. The shares are listed

on Bombay Stock Exchange (BSE). The Company Code in BSE is 532874 and Ticker

Symbol in Bloomberg is SUPC:IN.

SPCL acquired 51% stake in Sri Panchjanya Power Pvt Limited, which is setting up a 10

MW biomass based power plant at MIDC Hingoli, Maharashtra.

4 out of 5 biomass projects have been registered with UNFCCC for carbon credits.

Suryachakra formed a Joint Venture with MAN Solar Millennium GmbH, a global leader

in Solar Thermal Technology, for setting up of Solar Thermal power projects in India.

Suryachakra awarded Haldia Urban Infrastructure project by Haldia Development

Authority.

SPCL signed an MoU with Chhattisgarh government for setting up of Coal based power

plant in Chhattisgarh.

SPCL received No Objection Certificate for setting up of 70 MW coal washery rejects /

coal based power plant in Chhattisgarh.

Lahari Power & Steels started commercial operations during April’ 2008.

45

Signed MoU with MP Government for implementation of coal projects.

South Asian Agro Industries started commercial operations during Jan’ 2009.

Suryachakra Group created energy vertical in 2009. Suryachakra Group inducted First

Climate/CCI, as investment partner in Renewable Energy Portfolio.

Suryachakra has partnered for Clean technology equipment suppliers/ Equity

participation with leading companies - BWE Energy, Denmark, part of STF SpA

group(Italy) and Punj Lloyd Ltd, India.

  The Vision- To be a market leader

To be the most competitive, innovative conglomerate and, while ensuring global reach, to be a

preferred partner for world majors.

The Mission – To rein in excellence

To provide qualitative, reliable and cost-effective products and services par excellence,

technological prowess, professionalism and customer satisfaction.

Corporate Philosophy – To deliver value

To exploit the advantages of technological innovations and pass on the benefits to the end

user through transparent, ethical and customer friendly policies.

The People-Creative thinkers

Suryachakra has at its helm, a highly energetic and experienced team that drives the

Corporate to achieve its goals. Team expertise covers a gamut of specialized areas including

Management, Finance, Technical, Commercial, Administration and Agri based Infrastructure

development especially in the area of power generation and urban infrastructure. Suryachakra

has been pioneer in Solar Thermal Technologies in India.

46

The Group as a whole is set to continuous learning, on-job training, seminars, technical

and profession-specific workshops, interactive meets with field and industry experts at regular

intervals for capacity building.

SURYACHAKRA POWER CORPORATION LIMITED

The company is actively engaged in the generation of power in line with the National

Policy.

Suryachakra Power Corporation Limited had set up a 20MW diesel based power plant in

a remote area near Port Blair, Andaman Islands at a cost of Rs. 850 millions and dedicated it to

the Nation. The plant has been in successful operation since April 2003. It has already notched

up an annual turnover of Rs.1 billion.

Suryachakra had bagged the award to construct and operate the 20 MW Diesel based

Power Plant in Andaman & Nicobar Islands through Competitive Bidding by the A&N

Administration. The project was funded by State Bank of India and SREI Infrastructure Finance

Ltd. The equity was originally provided by Dr.S.M.Manepalli & Associates, Caterpillar and

BSES Limited. The Company is accredited with ISO.9001: 2008 certification. SPCL has gone

for a successful IPO subscription during June 2007 and is a listed company on the Bombay Stock

Exchange[BSE].

PROJECT DEVELOPMENT PARTNERS

Caterpillar

This prestigious Plant was set up with technical collaboration of world class leaders M/s.

Caterpillar Power Ventures Inc. Operation & Maintenance of the plant was handled by M/s.

Caterpillar Power Ventures Inc, till 2008. Promoters bought back the stake of Caterpillar in

2006.

47

Reliance Energy Limited (Formerly BSES)

The project was constructed by Reliance Energy Limited (formerly BSES Limited) under

EPC Contract. The main equipment was supplied by M/s. MAK Morten GmbH, Germany, a

division of M/s. Caterpillar International Power Systems, a subsidiary of Caterpillar Inc, USA.

SPCL is the flagship company of Suryachakra Group with interests in the following business

areas:

ORGANIZATIONAL STRUCTURE

48

Managing director

Executive director

Procurement & Input

Production & operations manager

Plant maintenance

C.F.O

Purchases StoresLabour welfare office

Medical office

Canteen

Organizational structure

Human resource manager

POWER GENERATION

Renewable Energy (Biomass, Solar, Hydro, Wind)

Clean Technology based Ultra Super Critical Power Plants (Coal and Gas)

o Power trading

o Coal trading

o Urban infrastructure

o Engineering and consultancy

o Bio-fuels

BOARD OF DIRECTORS

Mr. P.Visweswara Rao, IAS (Retd.) is a BA (Hons) Graduate with a Law degree and IAS. He

has forty years of Administrative experience at District, State and National levels. He worked in

different capacities and retired as Chief Secretary to the Government of Andhra Pradesh. He also

worked as Chairman of Infrastructure Authority of Andhra Pradesh.

Dr.S.M.Manepalli hails from Agricultural & Business Family, Bhimavaram, West Godavari

District, Andhra Pradesh and a qualified M. B. B. S., Doctor. He is engaged in Agriculture and

Rice milling Business and operated 6 Rice Mills belonging to the family during 1974-87. He has

served as President of Bhimavaram Rice & Oil Merchants Association during 1983-87. He also

operated Deep-sea Foreign Fishing Vessels on Charter basis during 1987-92 and developed

various International Business Connections.

Since 1992 he was engaged in Aqua-culture Business. During this period he was also engaged in

Construction & Operation of Prawn/Fish Tanks, Hatchery, and Feed Mill & Processing Plants

which earned profits continuously from 1992 to 1996.

Inspired by the liberalization policies of Govt. of India, during 1995 he diversified into setting up

Power Generation Plants following the Privatisation of Power Sector. He promoted Suryachakra

49

Power Corporation Limited and extensively worked on Power projects and gained good

experience in all aspects of Power Projects.

M.Seshavatharam hails from business community. He has to his credit varied business

experience. He has gained experience particularly in power projects, agriculture, fresh water fish

culture. He is the Director on the Board of M/s. Suryachakra Power Corporation Limited a

company which established a 20Mw Independent Power Project at Port Blair in Andaman &

Nicobar Islands. He is also a Director in various other Companies whose main business is

generation of Power.

Mr.Mahesh Chand is an Engineering graduate with 29 years of Experience in various

Engineering and Power Projects and is presently working as Senior Vice President in Power

Sector Company. He is also member of Indian Institute of Materials Management.

Mr. P. K Bhattacharjee is a Post Graduate in Economics. He has worked in different capacities

with State bank of India and retired as Deputy Managing Director and Chief Financial Officer in

the year 1999. He is empanelled as an arbitrator with national Stock Exchange of India Limited,

Kolkatta and also listed in the panel of arbitrators with NCDEX, Mumbai.

Commodore K.V.Subramaniyam, YSM(Retd.) is worked with Indian naval and Indian Cost

Guard for 31/2 decades. In his Naval carrier he has commanded many ships & submarine. He

was also the Indian Naval Commander for IPKF at Srilanka. He was Indian Naval Advisor at

Embassy of India Bonn, Germany with concurrent accreditation to France and the Nether Lands.

It was during that period, he conceived the Idea & concept for Solar Thermal Power for India.

He is presently the Director of Suryachakra Power Venture Pvt. Limited and Suryachakra MAN

Solar Millennium India Pvt. Limited.

Mr.K.Satyanarayana has over 30 years of experience in projects, project management. He hails

from Agricultural Family, Khammam District, Andhra Pradesh and an AMIIPE Graduate. He

had extensively worked on infrastructure projects during his 15 years stay in Malaysia.

He Worked as a Mechanical Engineer for M/s. MHES SDN.BHP Petaling Jaya, Selangoor,

Malaysia. And from 1996 to 2002 worked as Project Engineer and Project Coordinator with M/s.

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ENRINCO SDNBHD & M/s. Para Waters SDN.BH.He worked for M/s. Nava Bharat Ferro

Alloys Limited, Polancha, Khammam District, Andhra Pradesh. He is also a Director in various

other companies.

Mr. V.S.Murthy is as Technical Director to guide, advise & monitor the technical and

operational aspects of the company. He is aged 64 years is an Electrical Engineering Graduate

from Andhra University. Waltair, Andhra Pradesh and has got vast experience of more than 45

years in power and infrastructure development. He had served in various capacities in central

public sector undertakings viz., Heavy Engineering Corporation Limited, Ranchi, Jharkhand

State in various fields. He has visited France and Germany. He worked in ITC Bhadrachalam

Paper Board Bhadrachalam, Khammam Distreict, and Andhra Pradesh for 10 years and retired as

a Chief Engineer (Projects) during July 1998.

He has vast experience in project planning, development, implementation and operation.

CLEAN TECHNOLOGY BASED THERMAL POWER PROJECTS

Suryachakra is committed to implement clean coal technologies. Clean coal technologies are

environment friendly and contribute to reduce fuel consumption with higher efficiency.

Suryachakra has tied up with leading technology / EPC firms BWE Energy, Denmark, part of

STF SpA Group, Italy and Punj Lloyd Ltd, India - for supply of equipment and equity

participation.

Suryachakra Power Corporation Limited [SPCL],is setting up 700 MW (2x350 MW) Clean

technology/ Ultra Super Critical coal based power plant in Sapos village, Janjgir-Champa

District, Chhattisgarh. The project shall be implemented in two phases of 350 MW each. SPCL

has signed a MoU with the Government of Chhattisgarh and the State Investment Promotion

Board provides necessary support by way of clearances and approvals. The company has been

allocated land and water. Central Electricity Authority has already recommended to the Ministry

of Power for coal linkage. The company's coal linkage application is under active pursuance by

the Ministry of Coal, Government of India.

51

Suryachakra Thermal Energy (Andhra) Private Limited (STEAPL),a Suryachakra group

company, is setting up a 80 MW coal based power plant at Jhadupudi Village, Kanchili Mandal,

Srikakulam District, Andhra Pradesh.

STEAPL is also setting up a 1050 (3x350 MW) Clean Technology/Ultra Super Critical coal

based power plant in phases at Jhadupudi Village, Kanchili Mandal, Srikakulam District, Andhra

Pradesh. The Government of Andhra Pradesh has recommended to the Ministry of Coal for Coal

linkage. Coal linkage is under active pursuance. A Detailed project report has been prepared and

the project has received permissions/ approvals for usage of sea water. The project location is

strategically located for supplementing the fuel supplies to the project through coal imports. CEA

has already recommended to the Ministry of Power for coal linkage and the coal linkage

application is under active pursuance by the Ministry of Coal, Government of India.

Suryachakra Thermal (Madhya Pradesh) Private Limited [STMPPL],a Suryachakra group

company, is setting up a 3x350 MW Clean Technology/Ultra Super Critical coal based power

plant in Singrauli district, Madhya Pradesh. The project is being set up under MoU with the

Madhya Pradesh Government. Land acquisition is under process. Coal linkage is under process

with the MoC. Environment Clearance is under process.

GAS BASED POWER PROJECTS

Suryachakra Power Corporation Limited [SPCL] is setting up a clean technology 1000 MW

(3 x 333 MW) Gas based power plant near KG basin, Kakinada, Andhra Pradesh. In the phases I

333 MW would be implemented. The Detailed Project Report(DPR) has been prepared by

DESEIN India. Government of Andhra Pradesh has expressed support for the project by way of

approvals. Gas allocation for the project from KG basin is under active consideration of the MOP

& NG, GoI. Land has been acquired for the project implementation.

Lahari Power & Steels Limited (Proposed name change as Suryachakra Global Enviro Power

Limited)

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Clean Power for the nation

Lahari Power & Steels Limited (LPSL), a wholly owned subsidiary of Suryachakra, seized an

opportunity in the renewable energy source to establish a 9.8 MW biomass fuel based power

plant on a 30 acres site near Madwa village in the Champa-Janjgir district of Chhattisgarh State.

The project operations started in May’2008. The project is under operation through long term

power purchase agreement with the Chhattisgarh State Power Distribution Company Limited

(CSPDCL). The project has been registered with the UNFCCC for receiving of CERs.

LPSL is looking for further growth and expansion activities. It is envisaged that grant of open

access would generate attractive revenues. LPSL is on an expansion mode. An integrated power

project of 20 MW capacity with a paddy mill and an oil extraction unit is being setup. As a long

term source, an Energy plantation is proposed. Further, a 40 MW biomass project has been

planned in Andhra Pradesh.

Suryachakra has created a Renewable Energy Vertical for focused growth. As part of the

restructuring, Lahari Power and Steels Ltd is the Holding Company for South Asian Agro

Industries Ltd, MSM Energy Limited and Sri Panchajanya Power Private Limited.

First Climate, Zurich, entered into Shareholder / Subscription Agreements for 26% equity in the

Renewable Energy Portfolio. First Climate is currently managing funds of over € 250 mln. It has

offices spread across 4 continents. First Climate advises leading institutional investors, most of

them AAA rated.

First Climate is one of Europe’s leading carbon asset management companies with offices on

five continents and more than ten years’ experience in the market. First Climate develops,

finances, and implements CDM, JI and VER projects, purchases the resulting carbon credits, and

customizes trading solutions for companies subject to the EU ETS. As investment advisor to

several institutional investors, First Climate structures and develops carbon and renewable

energy funds and related instruments with currently around Euro 250 million under management.

First Climate offers unique hybrid carbon-project finance solutions both from its managed funds

53

and its third party investor network. It also has early access to attractive investment opportunities

in carbon and renewable energy through its local operations.

South Asian Agro Industries Limited

South Asian Agro Industries Limited (SAAIL) a wholly owned subsidiary of Lahari Power and

Steels Limited, has established a 9.8MW biomass based power plant at Khajuri village in Baloda

Bazar Tehsil, Raipur District, Chhattisgarh. The plant is expected to generate 9.8 MW Power on

a continuous basis after commissioning. The plant started commercial operations in end

December 2008.

The project is under implementation through long term power purchase agreement with the

Chhattisgarh State Power Distribution Company Limited (CSPDCL). The project has been

registered with the UNFCCC for receiving of CERs.

SAAIL is also setting up a 5MW CSP in Baloda Bazar. Further SAAIL is setting up an

integrated power project of 20 MW biomass based power, paddy mill and oil extraction unit. As

a long term strategy energy plantation is being taken up for sustained availability of biomass.

M.S.M Energy Limited

MSM Energy Limited , Parbhani Plant

MSM Energy Limited, a wholly owned subsidiary of Lahari Power and Steels Ltd, is

setting up a 10 MW Biomass based power generation plant at Borwand Village in Parabhani

district. The project has received all the required permissions, clearances and is being set up in an

extent of 20.38 acres of land at Borwand Village. The project has long term PPA with MSEDCL.

The project commercial operations shall commence by March’2010. The project has been

registered with the UNFCCC for receiving of CERs.

MSM Energy Limited, Amaravathi Plant

MSM Energy Limited, a wholly owned subsidiary of Lahari Power and Steels Ltd, is

setting up a 10 MW Biomass based power generation plant at Kholapur village in Amaravathi

district, Maharashtra.

54

The project has received all the required permissions, clearances, and is being set up at Kholapur

village in Amaravathi District in an extent of 24.35 acres for the implementation of project. The

project has a long term PPA with MSEDCL. The project commercial operations shall commence

by April’2010. The project has been registered with the UNFCCC for receiving of CERs.

MSM Energy Limited is expanding its activities and is setting up biomass power plants – 20MW

in Amaravathi district and a 10 MW plant in Parbhani disgtrict, Maharashtra.

Sri Panchajanya Power Pvt Ltd

TSri Panchajanya Power Private Limited is setting up a 10 MW Biomass based power generation

plant at MIDC, Limbala village, Hingoli, Hingoli District, Maharashtra State. SPPPL has taken

84 acres of land at MIDC under long term lease.

Sri Panchajanya Power Pvt. Ltd,(SPPPL) a subsidiary of Lahari Power and Steels Limited, has

received all the necessary permissions, clearances and is under active implementation through

Engineering procurement and Contract (EPC) with M/s. Ushodaya Energy & Project Consultants

Pvt. Ltd., Hyderabad. The project has long term PPA with MSEDCL. The project is being

pursued for registration under gold standards with the UNFCCC. The project commercial

operations shall commence by March’2010.

SPPPL is establishing a 5 MW CSP at the same site and is in the process of expansion of its

biomass plant capacity by 10MW in Hingoli district, Maharashtra.

Gujarat

Suryachakra Group has created separate Holding company, Suryachakra Green Power Pvt Ltd,

for implementation biomass based projects in Gujarat.

Suryachakra Power Corporation Limited (SPCL), is setting up a 10 MW (1x10 MW)

biomass based power project at Navsari District in Gujarat State. Biomass Assessment study was

conducted and State nodal agency Gujarat Energy Development Agency (GEDA) accorded in-

principle approval for the biomass power project. The project is under active implementation.

55

Namratha Bizili Pvt Limited (NBPL) is setting up a 10 MW (1x10 MW) biomass based power

project at Anand District in Gujarat State. Biomass Assessment study was conducted and State

nodal agency Gujarat Energy Development Agency (GEDA) accorded in-principle approval for

the biomass power project. The project is under active implementation.

Surya Powergen Pvt Limited (SPPL) is setting up a 10 MW (1x10 MW) biomass based power

project in Karjan, Taluka Vadodara District, Gujarat State. Biomass Assessment study was

conducted and State nodal agency Gujarat Energy Development Agency (GEDA) accorded in-

principle approval for the biomass power project. The project is under active implementation.

Mauktika Energy Limited (MEL), is setting up a 10 MW (1x10 MW) biomass based power

project in Ladvel Taluka, Anand District, Gujarat State. Biomass Assessment study was

conducted and State nodal agency Gujarat Energy Development Agency (GEDA) accorded in-

principle approval for the biomass power project. The project is under active implementation.

Madhya Pradesh

Arunodaya Green Fuels Limited (AGFL), a Suryachakra group company, is setting up a 10

MW (1x10 MW) biomass based power project at Jabalpur District in Madhya Pradesh State.

AGFPL submitted Biomass Assessment Report and Detailed Project report to Madhya Pradesh

Urja Vikas Nigam Limited(MPUVNL), State nodal agency, and received in-principle approval

from the MPUVNL for the proposed biomass power project.

Suryachakra Energy & Infrastructure Pvt Ltd(SEIPL), a Suryachakra group company, is

setting up a 10 MW (1x10 MW) biomass based power project at Damoh District in Madhya

Pradesh State. SEIPL submitted proposal to the Madhya Pradesh Urja Vikas Nigam

Limited(MPUVNL), State nodal agency, and received in-principle approval from MPUVNL for

the biomass power project. Suryachakra Group is setting up a 10 MW (1x10 MW) biomass based

power project at Chhatarpur District in Madhya Pradesh State. Submitted proposal to the

Madhya Pradesh Urja Vikas Nigam Limited(MPUVNL) a state nodal agency, and received in-

principle approval from the MPUVNL for the proposed biomass power project.

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A& N Islands

Suryachakra Power Corporation Limited, after in depth study, has submitted its proposal to the

Andaman and Nicobar administration, to setup a 20MW (2x10MW) biomass based power plant

in A&N Islands. SPCL has submitted a Biomass Assessment Report and Detailed Project report

to the Andaman Administration and received in-principle approval.

JOINT VENTURE

Suryachakra MSM Solar India Pvt Ltd (SMSIPL), is a joint Venture company formed

between Suryachakra Power Venture Private Limited MAN Solar Millennium GmbH(MSM),

Germany for transfer of Concentrated Solar Thermal Technology to Solar Thermal project

developers in India. The JV has brought together two qualified players in the field of power

sector.

Suryachakra MSM JV aims to indigenize the technology components and minimize import of

critical components of the solar field and achieve cost reductions. The JV has already covered

significant ground in this direction and is geared to meet the opportunities arising out of the

Jawaharlal Nehru National Solar Mission's target of 20,000 MW capacity by 2022. Suryachakra

MAN JV is implementing CSPs at various locations in India.

In view of our combined strength along with our technology partner MAN Solar Millennium,

GmbH, Germany (MSM).

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The following group companies of Suryachakra Power Corporation Limited are implementing

CSP's at various locations in India.

Suryachakra Power Venture Private Limited [SPVPL], a Suryachakra group company, has

entered into a joint venture with global leader and a pioneering Concentrating Solar Thermal

Technology firm, MAN Solar Millennium GmbH (MSM) of Germany for joint development of

Solar based Power Projects in India. MSM is a subsidiary of MAN Group of industries, which is

a 250 years old company, having presence in India for several decades. MAN was involved in

Shaktiman Trucks after independence and has been very supportive to India during this period in

many fields. The Joint Venture company has been named as Suryachakra MSM Solar India Pvt

Ltd.

South Asian Agro Industries Limited, a wholly owned subsidiary of LPSL, has entered into

Solar Thermal power generation as diversification activity. The company is setting up a 5MW

concentrated solar thermal power generation plant at Khajuri village in Baloda Bazar Tehsil,

Raipur District, Chhattisgarh. The project has received in-principle approval from Chhattisgarh

State Renewable Energy Development Agency[CREDA], entered into PPA with CSPDCL and

MNRE has registered the project for award of Generation based incentive to the project. The

project is under active implementation.

Suryachakra Power Venture Private Limited [SPVPL], is setting up a 5 MW Solar Thermal

Power Plant in Kadiri, Anantapur district, Andhra Pradesh. Land allocation has been done and

power purchase agreement has been entered into with APCPDCL. NEDCAPL has accorded in-

principle approval and MNRE has registered the project for award of Generation based incentive

to the project. The project is under active implementation.

Aasrit Enviro Power Private Limited[AEPPL], a Suryachakra group company, is setting up a

100 MW Solar Thermal Power Plant in Kadiri, Anantapur district, Andhra Pradesh. Land

allocation has been done and signing of power purchase agreement is under process with

NVVNL a fully owned subsidiary of NTPC Ltd. through National Solar Mission, Government of

India NEDCAPL.

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Sri Panchajanya Power Private Limited, a subsidiary of Suryachakra Power Corporation

Limited [SPCL], is setting up a 5 MW Concentrated Solar Thermal power generation plant at

MIDC, Limbala village, Hingoli, Hingoli District, Maharashtra State. The plant is expected to

generate upto 5 MW power during peak sun-shine hours after commissioning. The project has

received in-principle approval from Maharashtra Energy Development Agency[MEDA] and in-

principle approval for purchase of power from MSEDCL. The project is under active

implementation.

Suryachakra Power Venture Private Limited [SPVPL], a Suryachakra group company.

SPVPL is setting up concentrated solar thermal power generation projects in modules of 5MW

and 50MW in Bhavnagar District, Gujarat State under MoU with Gujarat Government.

Suryachakra Energy & Infrastructure Private Limited(SEIPL), a Suryachakra group

company is setting up of 5 MW concentrated solar thermal power generation project at Sagar

District in Madhya Pradesh State.

MAN Solar Millennium

MAN Solar Millennium, GmbH, Germany(MSM),is a joint venture of MAN Ferrostaal and

Solar Millennium for project development, turnkey construction and financing of large scale

solar thermal power plants.

Solar Millennium AG is the parent company of MAN Solar Millennium, GmbH,

Germany(MSM). Solar Millennium GmbH was formed in 1999. In 2003.

Solar Millennium GmbH commenced Andasol-1 Plant's First Financial Closure from 05/2006

with the start of construction. Solar Millennium GmbH entered into Andasol-3 from 06/2006,

with 50% participation with the cooperation of EDP Group.

In 2006, Solar Millennium GmbH has developed Cooperation with GE Energy Financial

Services. Solar Millennium GmbH commenced Andasol-2 plant's Financial Closure from

12/2006 with the start of construction.

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SMALL HYDRO PROJECTS

Surya Powergen Private Limited , a Suryachakra group company, is setting up 10 MW hydro

power project on mushal river at Gherbang, Keonjhar district, Orissa.

Suma Powergen Private Limited, a Suryachakra group company, is setting up 12.75 MW

hydro power project on mushal river at Gherbang, Keonjhar district, Orissa. Another 5 MW

hydro power project is being set up on Mushal river at Tinidharja, Keonjhar district, Orissa.

Wind Projects

Mauktika Energy Limited (MEL) , a Suryachakra group company is setting up 50 MW wind

power project in Hoshangabad, Madhya Pradesh.

Suryachakra has already entered in to an agreement with First Climate, Zurich for equity holding

in its Renewable Energy portfolio.

OVERSEAS PROJECTS

Mines  

PT. Manepalli Mines Minera ls incorporated as per Indonesia Laws and Regulations for

operating Coal Trading and Coal Mining activities. It is wholly promoted by Dr. S. M.

Manepalli.

Plantations

PT. Suryachakra Plantations incorporated as per Indonesia Laws and Regulations for

operating Palm Oil Plantations activities. It is wholly promoted by Dr. S. M. Manepalli.

Bio fuels

PT. Suryachakra Biofuels incorporated as per Indonesia Laws and Regulations for operating

Biofuels activities. It is wholly promoted by Dr. S. M. Manepalli.

60

Recruitment and Selection Process

In Suryachakra Power Corporation Ltd

61

Recruitment and Selection Process in Suryachakra Power Corporation Ltd

The process of recruitment starts with job design, this includes the process of deciding on

the context of a job in terms of its duties and responsibilities, the methods to be used in carrying

out the job, in terms of techniques, systems and procedures and on the relationships that should

exist between the job holder and his superiors, subordinates and colleagues.

JOB ANALYSIS

The job analysis includes the determination of the tasks which comprise the job of the

skills, knowledge, abilities and responsibilities required of the worker of a successful

performance and which differentiate one job from all others.

A sample model of the job analysis as mentioned in the Annexure-2.

JOB SPECIFICATION

Job specification includes the statement of the minimum acceptable human qualities

necessary to perform a job properly. A sample model of the job specification is as mentioned in

the Annexure-2.

The SPCL Recruiting process includes following

A. PURPOSE

The purpose of the company is to define the procedure of Recruitment & Selection in the

company.

B. SCOPE

The scope of the company is to find the individuals seeking employment in the company.

C. RESPONSIBILITY

The Responsibility is on the Manager-HRD/Operations Director-EAI Systems/Operation

Director-SPCL-India.

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D. AUTHORITY

The Authority in the company is commensurate with responsibility

E. PROCEDURE STEPS

1. MAN POWER RECRUITMENT

As and when the need arises , the Manpower Requirement Form is dually filled by

the HOD/Group Manager of the concerned department and forwarded to the HRD

Department.

The HRD Department initiates activity on the recruitment once the "Manpower

Requirement" form is approved by MD.

All "Manpower Requirement “Forms are maintained by the HRD Department.

2. IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified.

The source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

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

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

outside to attract the candidates. The two categories of internal sources including a

review of the present employees and nomination of the candidates by employees.

The COMPANY suggests that the effective utilization of internal sources necessitates

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

provide possibilities for horizontal and vertical transfers within the enterprise eliminating

simultaneous attempts to lay off employees in one department and recruitment of

employees with similar qualification for another department in the company. Promotions

and Transfers within the plant where an employee is best suitable improves the morale

along with solving recruitment problems.

63

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

analysis programmes combining together similar jobs demanding similar employee

characteristics. Again, employee can be requested to suggest promising candidates.

Sometimes in a company the employees are given prizes for recommending a candidate

who has been recruited. The usefulness of this system in the form of loyalty and its

wide practice, it has been pointed that it gives rise to cliques posing difficulty to

management.

Therefore, in this company before utilizing the system attempts should be made to

determine through research whether or not employees thus recruited are effective on

particular jobs. Usually, internal sources can be used effectively if the number of

vacancies are not very large, adequate, employee records are maintained, jobs do not demand

originality lacking in the internal sources, and employees have prepared themselves for

promotion.

EXTERNAL SOURCE S OF RECRUITMENT

An external source of Recruitment is considered from the combination of the

following options:

CONSULTANT

Consultant are given the requirement specifying qualifications, experience and all

other necessary details. In consultant we considers the employment agencies, educational

and technical institute, casual, labour and mail applicants, trade unions and other sources.

Our company have developed markedly in large cities in the form of consultancy

services.

Usually this company facilitate recruitment of technical and professional personnel.

Because of their specialization, they effectively assess the needs of their clients and

aptitude and skills of the specialized personnel. They do not merely bring an employer

and an employee together but computerize lists of available talents, utilizing testing to

classify and used advance techniques of vocational guidance for effective placement

purposes.

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Educational and technical institutes also forms an effective source of manpower

supply. There is an increasing emphasis on recruiting students from different management

institutes and universities' commerce and management departments by recruiters for

positions in sales, accounting, finance, personnel and production. These students are

recruited as management trainees and then placed in special company training programmes.

They are not recruited for particular positions but for development as future supervisors

and executive.

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

personalities. Vocational schools and industrial training institutes provides specialized

employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in

these schools and institutes can be placed on operative and similar jobs with a minimum

of in plant training. However, recruitment of these candidates must be based on realistic

and differential standards established through research reducing turnover and enhancing

productivity.

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

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

employment office or send their applications for possible vacancies. According to

company the quality and quantity of such candidates depend on the image of the

company in community. Prompt response to these applicants proves very useful for the

company. The company find that this source is uncertain, and applicants reveal a wide

range of abilities necessitating a careful screening. Despite these limitations, it forms a

highly inexpensive source as the candidates themselves come to the gate of the company.

It also provides measures for a good public relations and accordingly , the candidates

visiting the company must be received cordially.

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

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

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

take active part in recruitment, they make it a point the employees laid off are given

preference in recruitment.

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ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department.

The advertisement is drafted by HRD Department in consultation with the concerned

Department.

All related documents of Advertisements released are maintained in the

"Advertisement" file.

In addition to the above sources, several organizations develop sources through

voluntary organizations such as clubs, attracts employees of competitors looking for a

change or good prospectus for employment, utilize women, older workers and physically

handicapped for specific positions where they are best suitable, and use the "situation

wanted" advertisement in newspapers.

3. SELECTION

A .SCREENING/SHORTLISING

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

Newspaper/Magazine are screened by HRD Department in consultation with the concerned

department.

B. INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call

letter/telephone call/e-mai l or through the consultants.

C. INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD,

Interview panel and a copy is kept for HRD Department records. The interview schedule

includes Date, Venue, Position, interview call letter. A sample model of Interview Schedule and

Interview call letter is as mentioned in Annexure -2.

66

D. PERSONAL DATA FORM

Any candidate appearing for an interview in the company is required to fill in

his/her particulars in the prescribed "Personal Data Form" or “Application form for

employment”, this in includes the person’s confidential data related to

Education details

Work experience

Previous employment details

A sample model of “Application form for employment” is as mentioned in the Annexrue-2

E. CONDUCTING INTERVIEWS

Interviews are conducted by an panel, which includes a staff member from the

concerned department and may include an had representative.

FINDINGS AND ANALYSIS

F. INTERVIEW ASSESSMENT

Interview assessment Format is filled up by the interview panel immediately after

the interview and all the relevant papers are forwarded to the HRD Department at the

earliest. The Interview Assessment includes rating to candidates on particular skills required for

job. A sample interview assessment form is as mentioned in Annexure-2.

G .SALARY FIXATION

"Staff comparison statement" and " salary proposal" formats are used for this purpose.

H. OFFER AND APPOINTMENT LETTER

A candidate selected for appointment is issued an offer letter mentioning the expected

date of joining.

Extension of time to join duties is granted to the candidate purely at Management

discretion.

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A Detailed Appointment letter is issued after the individuals joins and fills the joining

report.

The offer and appointment letters are signed to all new joiners.

4. JOINING FORMALITIES

All the new joinees are required to fill-up the relevant papers such as

Nominations under Insurance and Gratuity schemes, PF Declaration Forms etc. and all

these records are maintained in their personal files.

Induction Training is organized for the new joinees. Induction is organized

internally by HRD Department depending on the number of joinees in a month. Training

needs o f the new joinees are identified as per the procedure.

On the joining detailed appointment letters are issued. The sample appointment letters are

mentioned in Annexure -2

DEPARTMENT INTERFACE

HRD Department sends a Status Report updating on the recruitment process to the Department

which has raised the manpower requirement.

6. STATISTICAL ANNALYSIS

An Analysis of the manpower requirements is prepared periodically based on the following

factor:

Source of recruitment

Resumes received and short-listed

Interviews conducted

Candidates selected

Candidates joined

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F.FORMATS

The Formats of the company includes the following:

MANPOWER REQUIREMENT

PERSONAL DATA FORM

INTERVIEW ASSESSMENT FORM

JOINING REPORT

STAFF COMPARISION SHEET

SALARY PROPOSAL SHEET

These Formats, when filled up, are available in the individual personal files along with other

personal details of the individual, which are confidential in nature.

G.RECORDS

The company includes the following records

Manpower Requirement Forms

Correspondence for release advertisements

Correspondence with consultant

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Chapter-5

Data Analysis and Interpretation

70

DATA ANALYSIS AND INTERPRETATION

1) Do you agree that the Recruitment procedure in Suryachakra Power Corporation Ltd is highly

appreciable and satisfactory?

Opinion Strongly agree Agree Disagree

No. of respondents 6 40 4

Percentage 12% 80% 8%

Interpretation:

The above table it is observed that 80% of the respondents agreed that the Recruitment procedure

is highly appreciable and satisfactory in the company, 12% of the respondents strongly agreed

that the Recruitment procedure is highly appreciable and satisfactory in the company and 8% of

the respondents agreed that the Recruitment procedure is not appreciable and satisfactory in the

company.

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2) Which of the following factors made you to apply for the job in this company?

Reasons Salary Image Management

efficiency

No. of respondents 10 30 10

Percentage 20% 60% 20%

Interpretation:

From the above table it is observed that 60% of the respondents Stated that the organizational

image made them to apply for the job, 20% of the respondents stated that the management

efficiency made them to apply for the job and 20% of the respondents stated that the salary for

the job made them to apply for the job

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3) Does the recruitment and selection procedure affect the performance of the employee

productivity and labour turnover?

Opinion Yes No

No. of respondents 40 10

Percentage 80% 20%

Interpretation:

From the above table it is observed that, 80% of the respondents stated that the recruitment

and selection procedure affect the performance of the employee productivity and labour turnover

and 20% of the respondents stated that the recruitment and selection procedure does not affect

the performance of the employee productivity and labour turnover.

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4) Does the company recruit employee internally?

Opinion Yes No

No. of respondents 35 15

Percentage 70% 30%

Interpretation:

From the above table it is observed that 70% of the respondents stated that the company

recruit employee internally and 30% of the respondents stated that the company does not recruit

employee internally.

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5) Do you agree that the recruiting candidates through internal source are beneficial to the

organization or not?

Opinion Strongly agree Agree Disagree

No. of respondents 9 36 5

Percentage 18% 72% 10%

Interpretation:

From the above table it is observed that the 72% of the respondents agreed that recruiting the

candidates through internal sources is beneficial, 18% of the respondents strongly agreed that

recruiting the candidates through internal sources is beneficial and, 10% of the respondents

disagreed for recruiting the candidates through internal sources is beneficial.

75

6) Do you agree that organization has a very transparent, clear recruitment policy & procedure?

Opinion Strongly agree Agree Disagree

No. of respondents 11 30 9

Percentage 22% 60% 18%

Interpretation:

From the above table it is observed that 60% of the respondents agreed that the organization has

a clear recruitment policy and procedure, 22% of the respondents strongly agreed that the

organization has a clear recruitment policy and procedure and 18% of the respondents agreed

that the organization does not have the clear recruitment policy and procedure.

76

7) Do you agree that the selection process adopted in the company ensure selection of right

candidates for the right job?

Opinion Strongly agree Agree Disagree

No. of respondents 10 37 3

Percentage 20% 74% 6%

Interpretation:

From the above table it is observed that 74% of the respondents agreed that the selection process

adopted in the company ensure selection of right candidate for right job, 20% of respondents

strongly agreed that the selection process of the company ensure selection of right candidate for

right job and 6% of the respondents agreed that the selection process of the company does not

ensure the selection of right candidate for right job.

77

8) What is the best method to improve data bank for recruitment process in Suryachakra Power

Corporation Ltd?

Opinion Advertisement Consultancy Reference

No. of respondents 15 7 28

Percentage 30% 14% 56%

Interpretation:

From the above table it is observed that 56% of the respondents stated that the best method to

improve data bank for recruitment process is Reference, 30% of the respondents stated that the

best method to improve data bank for recruitment process is Advertisement and 14% of the

respondents stated that the best method to improve data bank for recruitment process is

Consultancy.

78

9) On what basis the selection can be made in your company.

Opinion Qualification Previous

experience

Multi skills Reference

No. of

respondents

11 12 4 23

Percentage 22% 24% 8% 46%

Interpretation:

From the above table it is observed that 46% of the respondents stated that the selection

was made on the basis of reference, 24% of the respondents stated that the select ion was made

on the basis of their previous experience, 22% of respondents stated that the selection was made

on the basis of Qualification and 8% of the respondents stated that the selection was made on the

basis of multi skills.

79

10) Which type of interview method Does Company usually follows?

Opinion Structured Interview Unstructured interview

No. of respondents 10 40

Percentage 20% 80%

Interpretation:

From the above table it is observed that 80% of the respondents stated that the Company

usually follows unstructured interview methods and 20% of the respondents stated that the

company usually follows structured interview methods.

80

11) Do you agree that whether different selection process is required while selecting the

candidates for different positions?

Opinion Strongly agree Agree Agree

No. of respondents 37 8 5

Percentage 74% 16% 10%

Interpretation:

From the above table it is observed that 74% of the respondents strongly agreed that the different

selection process is required while selecting the candidates for different positions, 16% of the

respondents agreed that the different selection process is required while selecting the candidates

for different positions and 10% of the respondents agreed that it is not necessary to follow

different selection process while selecting the candidates for different positions.

81

12) Does the reference provide by candidates are verified?

Opinion Yes No

No. of respondents 42 8

Percentage 84% 16%

Interpretation:

From the above table it is observed that 84% of the respondents stated that the reference

provide by candidates are verified and 16% of the respondents stated that the reference provide

by candidates are not verified.

82

13) Is it possible to see oneself in a desired position in their respective department?

Opinion Yes No

No. of respondents 37 13

Percentage 74% 26%

Interpretation:

From the above table it is observed that 74% of the respondents stated that there is a possibility

to see oneself in a desired position in their respective department and 26% of the respondents

stated that there is no possibility to see oneself in a desired position in their respective

department

83

14) Is the company able to provide opportunities to utilize employee skills at full on the job?

Opinion Yes No

No. of respondents 36 14

Percentage 72% 28%

Interpretation:

From the above table it is observed that 72% of the respondents stated that the company is

providing the opportunity to utilize employee skills at full on the job and 28% of the respondents

stated that the company is not providing the opportunity to utilize employee skills at full on the

job.

84

15) Is there any bias in the selection of employees in your company?

Opinion Yes No

No. of respondents 10 40

Percentage 20% 80%

Interpretation:

From the above table it is observed that 80% of the respondents stated that the there is no bias in

the selection and 20% of the respondents stated there is a bias in the selection.

85

16) Is the training programme essential after selection?

Opinion Yes No

No. of respondents 32 18

Percentage 64% 36%

Interpretation:

From the above table it is observed that 60% of the respondents stated that the training is

essential after selection and 36% of the respondents stated that it is not essential.

86

17) How do you rate the friendliness of interviewer during the recruitment?

Opinion Excellent Good Satisfied Poor

No. of

respondents

5 25 20 -----

Percentage 10% 50% 40% ------

Interpretation:

From the above table it is observed that 50% of the respondents stated that the friendliness of

interviewer during the recruitment is good, 40% of the respondents stated that the friendliness of

interviewer during the recruitment is satisfied and 10% of the respondents stated that the

friendliness of interviewer during the recruitment is Excellent and no one said poor.

87

Chapter-6

Findings, Conclusion and Suggestions

88

FINDINGS

Form the Present Study, it is observed that

88% of the respondents strongly agreed that the recruitment and selection process in

Suryachakra power corporation ltd is satisfactory.

80% of the respondents stated that there is no bias in the selection of the candidates.

72% of the respondents stated that the company is providing the opportunity to utilize

employee skills at full on the job.

74% of the respondents stated that there is a possibility to see oneself in a desired

position in their respective department.

74% of the respondents agreed that the selection process adopted in the company ensure

selection of right candidate for right job.

80% of the respondents stated that the Company usually follows unstructured interview

methods.

72% of the respondents agreed that recruiting the candidates through internal sources is

beneficial.

84% of the respondents stated that the reference provide by candidates are verified.

74% of the respondents strongly agreed that the different selection process is required

while selecting the candidates for different positions.

CONCLUSION

The employees of any organization are its life blood, without doubt. With the dawn of this

realization upon the present day business organizations, there appears to be a major shift towards

human resource management. In fact, the employees of today are encouraged to participate in the

major decisions and thus play a vital role in the management of the firm. The performance of the

organization depends on the efficiency that its employees exhibit. Hence it is of crucial

importance that employees with the most suitable qualifications be selected. This is where the

processes of recruitment and selection come in. It is difficult to separate one from the other.

Respondents those who are taken for the present study are satisfied with the recruitment and

selection process of Suryachakra power corporation ltd.

89

The company illustrations given in this report indicates that not only the HR department that

involves in the recruitment process, but also the technical department is involving in the

recruitment process in order to recruit the right candidates for right job.

In the recruitment process the company is giving the first priority to the internal sources of

recruitment and next to the external sources of recruitment, that is, Referrals, News portals and

recruit trough internet as all these sources will reduce the recruitment cost. After short listing the

applicants the company will send interview call letter to the candidates that includes date and

venue of interview. Then company will conduct different types of tests in order to evaluate the

applicants. Basing on this information the company offer the job to the candidates.

SUGGESIONS

The company should for campus recruitment programme where they can get the new

blood.

The company should create the best employer brand as a technique of recruitment to

attract the candidates.

The HR manager should evaluate the effectiveness of the selection programme

periodically.

The HR department should provide induction programme in time as it is guided

adjustment of employees to the organization and their work environment.

The recruiter should provide realistic expectations to the candidates in the time

recruitment itself. If not it may leads to high employee turnover.

90

Annexure-1

91

QUESTIONNAIRE

RECRUITMENT AND SELECTION PROCESS IN SURYACHAKRA POWER CORPORATION LTD.

NAME:

DESIGNATION:

QUALIFICATON:

EXPERIENCE:

1) Do you agree that the Recruitment procedure in Suryachakra Power Corporation Ltd is highly

appreciable and satisfactory?

1. Strongly Agree 2. Disagree 3. Agree

2). which of the following factors made you to apply for the job in this company?

1. Salary 2. Image

3. Management efficiency 4. Others

92

3) Does the recruitment and selection procedure affect the performance of the employee

productivity and labour turnover?

1. Yes 2. No

4). Does the company recruit employee internally?

1. Yes 2. No

5). Do you agree that recruiting candidates through internal source is beneficial to the

organization or not?

1. Strongly Agree 2. Disagree 3. Agree

6) Do you agree that organization has a very transparent, clear recruitment policy & procedure?

1. Strongly Agree 2. Disagree 3.Agree

7) Do you agree that the selection process adopted in the company ensure selection of right

candidate for the right job?

1. Strongly Agree 2. Disagree 3.Agree

8) What is the best method improved for data bank of recruitment process in Suryachakra Power

Corporation Ltd?

1. Advertisements 2. Consultancy 3. Reference

9). On what basis the selection can be made in your company

1. Qualification 2. Previous Experience

2. Multi skills 4. Reference

93

10). What type of interview method does the company follows?

1. Structured Interview 2. Unstructured interview

11). Do you agree that whether different selection process is required while selecting different

positions?

1. Strongly Agree 2. Disagree 3.Agree

12) Does the reference provide by candidates are verified?

1. Yes 2.No

13) Is it possible to see oneself in a desired position in their department?

1. Yes 2. No

14) Is the company able to provide opportunities to utilize employee skills at full on the job?

1. Yes 2.No

15) Is there any bias in the selection of employees in your company?

1. Yes 2. No

16). is the training programme essential after selection?

1. Yes 2.No

94

17) How do you rate the friendliness of interviewer during the recruitment?

1. Excellent 2. Satisfied

3. Good 4. Poor

Date : Signature of employee

95

Annexure-2

96

JOB ANALYSIS FORM:

Job Title……………………

…………….…… Date ………….. Location ………………………..

Department…………………………………… Analyst………………………….

……………………………

Code No……………………………

Reason for the job …………………………… Supervised.. ……………………

Wage or salary range…………………………………………………

Relation to other jobs: Promotion from……….. Promotion to…………………..

Job summary:

Work performed:………………………………………………………

Major duties :……………………………………………………….

Other tasks :…………………………………………………………

Equipment/Machines used:…………………………………………….

Working Condition……………………………………………………

Skill Requirements:

Education: (Grade or Year)

Training :

Job experience : (a)Type of experience……………………..

(b) Length of experience……………………

Supervision : (a) Positions supervised…………………….

(b) Extent of supervision…………………..

97

Job knowledge : (a) General ……………………………

(b) Technical………………………………

(c) Special…………………………………………

Responsibility : (a) For product and material …………………….

(b) For equipment and machinery………………

(c) For work of others………………………….

(d) For safety of others……

Physical Demands : Physical efforts

Surroundings

Hazards

Resource fullness

JOB SPECIFICATIONS FORM

Job Title : Machine Operator Department………………………

Job Code …………………… Date……………………………..

REQUIREMENTS

1. EDUCATION : Ability to read and understand production orders and to make

simple calculations. Preferably High School Certificate.

98

2. TRAINING AND EXPERIENCE: No special training required . Requires one

month experience to learn job duties and to attain acceptable degree of proficiency.

3. PHYCIAL EFFORT: No special physical effort is required.

4. MENTAL SKILL: Requires reasoning to interpret instructions and drawings and

productions orders. Must be able to concentrate when operating.

5. SUPERVISION : Routine checking and no close supervision required. Specific but

no detailed instructions.

6. Responsible for own work only. Only routine responsibility for safety of others.

INTERVIEW SCHEDULE

Authorized Signatory

Preliminary interview of the candidates is conducted by HRD based on Personal

Data Format given below filled up by the candidate with the help of technical

person along with the Dept.

Date:

Venue:

Position:

NAME OF THE CANDIDATE TIME REMARKS

99

INTERVIEW CALL LETTER

Date ----------------

Dear Sir,

“___________________________________________________”

This has reference to your application for the above mentioned position in our

organisation.

We are pleased to invite you for a meeting with the undersigned

on…………………….at………a.m./p.m. please confirm this appointment.

We have enclosed a blank personal Data Form. Please fill this in and bring with

you along with your educational and experience certificates / testimonials in original for

the meeting.

No TA/DA shall be admissible for attending this interview.

You will be reimbursed to and for train fare by 1st / 2nd class for attending this interview.

We take this opportunity to thank for the interest you have shown in joining our

organisation.

Yours sincerely,

For SURYACHAKRA POWER CORPORATION LTD

100

APPLICATION FORM FOR EMPLOYMENT

CONFIDENTIAL:

Reference

(including advt. ref. if any)

Position

Applied for

Time for

Joining

PERSONAL DETAILS:

Name: ( in Block letters as registered in school certificate)

(First Name) (Middle Name) (Last Name)

Present Address:

Permanent Address

Tel. Res. Mob.

Tel. Off. E-mail (Personal)

Date of Birth Age Place of Birth State

101

PHOTO OF RECENT

Martial Status: Married/ Single Children: Male of age

Female of age

EDUCATION: Details of all examination passed from matriculation or equivalent onwards

Exam/Degree/

Diploma/

Certificate

School/

College/

University

Year

of

Passing

Branch of

Study

Electives/

Specialization

Subjects

Class/

Grade/

Division

& % of

marks

Regular/Part

Time/

Correspondence

State reasons for gaps in studies, if any:

Academic Achievements:

PROJECT WORK/PUBLICATION/THESIS

Organization Details From To

102

WORK EXPERIENCE:

Present/ Last Job

Organization Period of Employment

Address From: To:

Nature of Business

Telephone Current Position/

Position held

Sales Turnover of the organization No. of employees in the orgn.

Sales Turnover of your unit No. of employees in your unit

No. of employees in the Dept. you work No. of Executive

No.of -Non-Executive

No. of Direct report: No. of Executives No. of Non-Executive

List your 3 core competencies List 3 Key Achievements in your career

1. 1.

2. 2.

3. 3.

Please draw a brief organization chart of your dept./ Division and outline your

responsibilities (Attach sheets giving details if required)

Organisation Chart: Current Responsibilities

103

Previous Employment Details: (Start from recent employment)

Name of

the

organizati

on

Period

From To

Position

Joined

Position

Last

Held

Brief description

of responsibilities

Last drawn

Gross salary

Per month

Present Remuneration Drawn:

A. Monthly:

Basic DA HRA/Lease Conveyance Any other

(mention

details)

Total

p.m.

Total

p.a.

B. Annual:

LTA Variable pay/Bonus Medical Any other Total p.a.

104

C. Other Terminal Benefit p.a.

Pf Superannuation Gratuity Total

p.a.

D. Gross p.a.

(Total of A, B & C)

E. Other perk not included in Gross

Due date of next increment: Any other information relating to the abov

GENERAL

Language Known

Language Read Write Speak

105

1. Have you any relative working in BHEL? Yes/No

If yes please give details : Name Relationship

Designation Unit / Department

2. Have you earlier applied for any position in any of our factories/

Offices? Yes/No

3. Is your spouse e employed? Yes/No

4. Have you any locational constraints? Yes/No

If yes, please give details/ reasons

5. Can you undertake frequent t travels: Yes/No

6. Extra Curricular Activities:

7. Interests/Hobbies:

8. References: Please give names, addresses & Telephone Nos., of two

Persons other than relatives to whom we may refer about you.

1. 2.

Any other information you would like to add:

Declaration

I declare that the information given by me in this application is true and complete to the

best of any knowledge and belief. I am not aware of any circumstances which might

affect my fitness for employment. If any time, later, it is found that I have not disclosed

any material information or have given incorrect or false information, the company will

be liberty to terminate my appointment without any notice or compensation.

Date: Place: Signature of Applicant

106

We thank you for information and assure you that this will be kept in strict

Confidence.

INTRVIEW ASSESSMENT FORM

Interviewee’s Name Date 2010

Post Applied For Venue

1. 2. 3.

ASSESSMENT FACTORS RATING REMARKS

Appearance

Technical Knowledge

General Knowledge

Experience

Communications Skills

Innovative Thinking& Logic

Growth Potential

Decision Making

Leadership Skills

Maturity

Interest/Cultural background

107

A=Very Good B=Good C=Average D=Below Average

Overall strong points

Overall weak points

Written Test/Remarks

Reason for leaving

Remuneration Expected

Suitable for any other

Deptt./job

Comments, if any

108

Selected Not- Selected Keep Pending Call for final Interview

1) APPOINTMENT LETTER Language for below Asst. Manager level is given in the following

format

‘BELOW ASSTT. MANAGER LEVEL’

___________________ Dated : ___________________

___________________

___________________

LETTER OF APPOINTMENT

Dear Mr. __________________________

With reference to the offer letter no.______________________dated __________ we are pleased to

appoint you as ____________________ on the following terms and conditions:

Ordinarily your period of probation will be Six months which could be further extended

for a period not exceeding three months and during probationary period/extended

probationary period your services are liable to be terminated without any notice or

without assigning any reason or compensation in lieu thereof.

EMOLUMENTS:

A) you will be paid following emoluments:

Basic Salary : Rs. __________ p.m.

House Rent Allowance : Rs. __________ p.m.

Local Travelling Expenses : Rs. __________ p.m.

You shall also be entitled to benefits like Bonus, Gratuity, PF, ESI & L.T.C as per rules of the

company.

109

B) Further increment will be based on efficient, satisfactory and loyal discharge of duties and may

be withheld in case the standard of work and conduct is found subnormal of may be accelerated

in case the same is adjudged to be commercial at the discretion of the management.

Your place of posting will be at our _________________situated at ____________________. However,

you are liable to be transferred to any of our sites/factory/office at the discretion of the

management.

1. During the period of your employment, you shall not secure or try to secure any other post and

undertake any course of study or work on part time basis without the pronouncement or the

Management in writing. You will also not hold any office of profit outside the company or engage

yourself in any other trade or business either part time, or full time, whether for profit or gain, or on

honorary basis or otherwise, engage in an insurance agency or commission agency etc. without the

prior written permission of the management.

2. Your hours of attendance shall be regulated to suit the duties entrusted to you from time to time,

subject to the statutory provisions.

3. You shall be governed by the rules and regulations of the company in force from time to time, that

may be applicable to you.

4. In the event of your confirmation in writing, in addition to the terms and conditions mentioned in this

letter, except Para (1):

a) You will be liable to be retired on your reaching the age of 58 years or earlier if found medically

unfit. The organization shall have the right to have you medically examined as and when

considered necessary by a registered medical practitioner or by the Company’s medical officer.

b) The employment will be liable to be terminated on either by giving one month’s basic salary in

lieu thereof. However, no notice would be necessary to be given by the organisation if in their

opinion you are found guilty of any gross misconduct as generally understood in employment,

particularly disobedience, insubordination, insolence and acts subversive of discipline, habitual

negligence of duties, distrust, dishonesty or embezzlement, illegal strike, habitual late attendance,

absence, go-slow etc.

5. In case any misconduct is alleged against you, you are liable to be suspended forthwith without any

salary or allowance, pending such inquiry, if in an inquiry you are exonerated of the charges, you will

be entitled to full salary as if you were on duty. In the event you are found guilty of the charges

levelled, irrespective of the punishment imposed, you shall not be entitled to any payment for the

period of suspension.

110

6. The above mentioned “terms and conditions of services” shall prevail so long as the same are not

either modified or they will also be subject to such other and further rules and regulations which may

be notified by us by putting a notice in writing on the notice board put inside the premises.

7. Your date of joining the services in the organization is _________________________________

8. This letter is being offered to you in duplicate. In case the terms and conditions expressly enumerated

above are acceptable to you, please sign the duplicate copy of this letter in token of your having read,

understood and accepted the terms and conditions mentioned above.

9. Please note that the court of jurisdiction shall be at Hyderabad.

We welcome you to our organization and wish you a successful career with us.

Yours sincerely,

For SURYACHAKRA POWER CORPORATION LTD

AUTHORISED SIGNATORY

ACCEPTANCE

I have clearly understood the terms and conditions mentioned in this letter of appointment and I hereby

accept the same.

NAME SIGNATURE DATE

111

2) Appointment letter language for asst. Manager to manager is given in the

following format.

FOR ASSISTANAT MANAGER TO MANAGER

Dear Mr.………………………. Date…………………..

APPOINTMENT LETTER

With reference to the offer letter no._________________ dated________________, we are pleased to

appoint you in our organization on the following terms and conditions:-

1) Designation : Your position in the company will be …………………………

2) Date of Joining: Your date of joining the services in the organization is ………………………………

3) Probation Period: Ordinarily your period of probation will be Six months from the date of joining.

Management may extends the probation period depending upon your performance. On successful

completion of probation, you will be issued a confirmation letter.

During the probation period, your services are liable to be terminated without assigning any specific

reason, whatsoever without giving any notice. After confirmation the notice period will be one month or

one month’s basic salary on either side.

4) Salary Details:

Your Basic Salary will be Rs. ………………./- p.m.

(Rupees ……………………………………………… only)

In addition you will be entitled to House Rent Allowance of Rs. ………………/- p.m.

(Rupees ………………………………………………only)

You will entitled to reimbursement of Local Travelling Expenses upto a maximum limit of Rs.

………………/- p.m. (Rupees ……………………………………. only)

You shall also be entitled to benefits like ESI/Medical Reimbursement, LTC, Bonus Exgratia, Gratuity &

PF as per rules of the company.

5) Place of Posting: ………………………………

112

However, you would be liable to be transferred/posted at any of the existing or proposed

locations of the company or its sister/associates companies at the sole discretion of the

management.

The company normally does not permit employees to engage in any other business or work,

either directly on their own account or indirectly and you will be expected not to do so without

prior consent of the management in writing.

You will be governed by the rules and regulations of the company as applicable in force,

amended or altered from time to time during the course of your employment.

You will automatically retire from the services of the Company on attaining the age of 58 years.

You may be retired earlier if found medically unfit.

Please sign the duplicate copy of this letter signifying your acceptance and return it to us.

We welcome you to our organization and wish you a successful career with us.

With best wishes,

Yours sincerely,

For SURYACHAKRA POWER CORPORATION LTD

AUTHORISED SIGNATORY

I agree to accept employment on the terms and conditions mentioned above and agree to abide by all the

rules and regulations of the company.

NAME SIGNATURE

DATE

113

3) Appointment letter language for sr. manager and above is given in the following format.

FOR SR. MANAGER AND ABOVE

Dear Mr. …………………………. Date……………

APPOINTMENT LETTER

With reference to the offer letter no.____________________ dated ______________, we are pleased to

appoint you in our organization on the following terms and conditions:-

1) Designation : Your position in the company will be ……………………

2) Date of Joining: Your date of joining the services in the organization

is …………………………..

3) Salary Details :

Your Basic Salary will be Rs. ………………/- p.m.

(Rupees ………………………………………only)

In addition you will be entitled to House Rent Allowance of Rs………………../- p.m.

(Rupees…………………………………………………… only)

You will entitled to reimbursement of Local Travelling Expenses up to a maximum limit of Rs.

………………../- p.m. (Rupees ……………………………………….. only)

You shall also be entitled to benefits like Exgratia, Gratuity, PF etc. as per rules of the company.

You will be entitled to reimbursement of Medical Expenses for yourself and family, the total cost of

which shall be a maximum of one month's basic salary in a year.

You will be entitled to reimbursement of LTC equivalent to one month’s basic salary per completed year

of service. Your first entitlement for LTC will be on completion of 12 month’s service with the

Company.  

114

4) Place of Posting: …………………………. However, you would be liable to be transferred/posted at

any of the existing or proposed locations of the company or its sister/associate companies at the sole

discretion of the management.

Your services are liable to be terminated without assigning any specific reason, whatsoever by

giving you one month’s basic salary or one month’s notice. Likewise you would be free to leave

the services of thew company by giving one month’s notice or basic salary to the company.

The company normally does not permit employees to engage in any other business orwork, either

directly on their own account or indirectly and you will be expected not todo so without prior

consent of the company in writing.

You will be governed by the rules and regulations of the company as applicable in force,

amended or altered from time to time during the course of your employment.

You will automatically retire from the services of the Company on attaining the age of 58

years. You may be retired earlier if found medically unfit.

Please sign the duplicate copy of this letter signifying your acceptance and return it to us.

We welcome you to our organisation and wish you a successful career with us.

With best wishes.

Yours sincerely,

For SURYACHAKRA POWER CORPORATION LTD

AUTHORISED SIGNATORY

I agree to accept employment on the terms and conditions mentioned above and agree to abide by all the

rules and regulations of the company.

NAME SIGNATURE DATE

115

Joining report to be filled by the new join in format given below and experience certificate, Date

of Birth Certificate, Relieving letter, Salary Certificate and Educational Certificate etc. to be

submitted to personnel Department.

SURYACHAKRA POWER CORPORATION LTD

DATE:

HRD DEPARTMENT

HYDREBAD

JOINING REPORT

This is to inform you that I have joined the organisation as

On in

Department. My present address is

Telephone No.

And my Date of Birth is . Any change in my address will be intimated to

you.

NAME :

SIGNATURE:

DATE:

DOCUMENTATION

1. Individual personal files are maintained.

2. Computerised Personal details are maintained.

3. After separation also the personal files are maintained of ex-employees.

4. Position wise Data Banks are maintained for future reference.

5. The following formats shall be generated as a result of implementation on this procedure.

116

Annexure-3

117

REFERENCES

DATABASE:

CEA

Central Electricity Authority India

Indiaenergyportal.org

Ministry of Power

WEBSITES:

www.energywatch.org.in

www.hansuttam.com

www.elsevier.com

www.sciencedirect.com

www.shrmindia.in

www.citehr.com

www.suryachakra.in

BOOKS REFERRED

John M. Ivancevich, “HUMAN RESOURCE MANAGEMENT”,9th edition, Tata McGraw hill

publishing company, New Delhi.

P.Subba Rao 2010, “PERSONAL MANAGEMENT”, 26th edition, Himalaya Publishing house,

Mumbai.

118