WINTER Report On

ANALYTICAL STUDY OF RECRUITMENT PROCESS

WITH REFERENCE TO

SUZLON ENERGY LTD

(GODREJ MILLENIUM, KOREGAON PARK PUNE- 411001) By

MBA Batch I

Sinhgad Institute of Business Administration & Research Kondhwa Bk Pune - 411048

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Table of Contents

Chapter. No. 1 2 3 4 5 6 7 8 9 10

Chapter Title Introduction of Study Company Profile Objective of Study Review of Literature Research Methodology Data Analysis & Interpretation Observation and Findings Conclusion & Suggestions Bibliography Annexure

Page no.
9-10

12-21

23-24

26-55

57-62 64-83

85-86 88-90

92

94-100

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Executive Summary
Introduction:Effective employee requirement is of utmost important in todays scenario. Its hard to overemphasize the important of effective recruitment. Recruiting is more complex activity than it seems to be. The scope of the project is nothing but actually functional area covered by the study of Recruitment process at Suzlon Energy Ltd.

Company Profile:Suzlon has its turnover of 21000 crores. Its major product is Wind Turbines. It also has a wide range of capacitors, AC, Wind Turbine Systems, and Generators. Employee Strength of Pune Unit Koregaon Park is 350 employees.

Objectives of the Project:Following are the main objectives of the project as under. To study the concept of recruitment in depth. To study the entire recruitment process in Suzlon Energy Ltd. To find out the deficiency and loopholes in the operations of the organization. To give necessary suggestions for the betterment of the recruitment process of Suzlon so as to make it more effective.
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 Review of literature:Review of literature is nothing but through information about Recruitment, recruitment process in Suzlon. It is a theoretical part of the project as well as gives practical approach of the project.

Research Plan:Research Plan helped to systematically solve research problems; it may be understood as a science of studying how research is done scientifically. The main aim of undertaking this summer project was to study, in depth the recruitment practices carried out at Suzlon Energy Ltd. There are two types of data used for research purpose.

Data Collection : Primary Data:Primary data is collected by means of structured questionnaires. Some questionnaires are sent amongst different levels in the organization.

Secondary Data:Secondary data is collected through company profile, company sites, and company brochures.
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The sample size of my research is 10 employees of Suzlon with a population of 80 people in the organization.

Data Analysis and Interpretation:The tabulated data is analyzed using statistical tool, pie chart. A detailed interpretation is drawn from the pie-charts which was very useful in updating the recruitment procedure.

Major Findings:In this chapter, I have observed that, the company has applied strong policy to use in Recruitment process. The major findings were as follows :1. Recruitment is essential to discover potential applicants for actual or anticipated organizational vacancies. Thus recruitment procedure is designed to be objective oriented and as per the need. 2. In order to attract, deploy, retain or recruit the talent required for building and organization, company aims at recruiting those who are fit with work culture of certain job profile in a certain company may be an MNC. 3. Recruitment in suzlon is cost effective, time effective, interview is probably the most widely use tool. 4. The average time for recruitment process is 2 weeks to 2 months from the initial requisition period.
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5. Review and planning are also important aspects of recruitment and managing the people by tangible grade point scales strictly follows it.

Suggestions, Recommendation & Conclusion :Following are the suggestions and conclusion of the study of recruitment process as under :1. Effective communication being the important and critical requirement for healthy and working environment so it should be provided to new employed candidates. As well inter departmental complexities be reduced. 2. The company being vast, number of search engine portals should be increased. 3. Efficient formulation of methodologies be done to retain manpower as attrition rate of employees is high in company. 4. Time span between interview schedule and steps of selection till job offer should not be delayed so that critical positions can be filled within limit. 5. The existing recruitment procedure is effective and efficient.

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6. The companys priority reduces the probability that job applicant, once recruited and selected, will leave the organization after a short period of time.

INTRODUCTION OF STUDY

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CHAPTER 1 Introduction of Study

Introduction of Study:Recruitment is the process of acquiring the right type of person. Recruitment is one of the basic functions of Human Resource Department. Recruitment is the process of developing a pool of qualified applicants who are interested in working for organization and from which the organization might reasonably select the best individual or the individuals to hire for the employment.

Purpose of the Study:Recruitment is the most important element in any organizations management of people because it is not possible to optimize the effectiveness of human resources, by whatever method, if there is a less than adequate match. The purpose of recruitment is to match people to work.

Scope:259

Scope of recruitment provides permanent, contract and temporary staff for organization. It helps organization to find out the qualified and skilled jobseekers that will help to improve the strategy of organization. Good recruitment is a solution for productive organization. The extent of recruitment differs from organization to organization according to their size, employment condition, ability of the organization, salary, benefit packages offered, growth rate etc. Nature of Work :At Suzlon Energy Ltd the work done by me was very analytical. There was a thorough study of the topic Recruitment Process. Through the review of literature I had referred various books based on this topic. Initially there was a study on what is exactly Recruitment Process. Then the next step was its importance, types, procedures, the Company Profile. Framing of the Objectives of Study was the most important part of this project work. Based on these objectives the essential theoretical literature was framed. Then came the practical part which was to be studied by personal discussion with the HR Executive of Suzlon and with the HR staff of Suzlon i.e. the actual process of Recruitment Process carried out at Suzlon. Here the study was on the importance of Recruitment of Suzlon, the actual method which is used at Suzlon for carried out, the results of their process, etc.

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Then there was the research methodology based on this topic i.e. what is the meaning of Research Methodology, the process of research methodology, data collection (the secondary data was collected), sampling, etc. During this actual Questionnaires were circulated to the employers as well as to the employees of Suzlon. After research methodology was completed the actually collected data was analyzed and then interpreted in a particular format. Based on the data interpretation done after the questionnaire, the results were studied and then actual process of Recruitment at Suzlon was analyzed. Then the suggestions on these observations and findings were done. These suggestions were important for the improvement in the Recruitment Process at Suzlon. At the last conclusion were drawn on the topic.

Importance:Recruitment is a very important stage as the success of any organization largely depends upon the team of skilled and qualified workers it has. In recent changing business environment, organizations have to respond quickly to requirement for people. Hence it is important to have well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistake for the organization.

Limitations:-

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 The main limitation was the time bound. Due to the period being of eight weeks, it was not possible to practically help in the whole recruitment procedure of the organization. Another limitation was the unavailability of the Managers (Recruitment) due to their busy schedules likewise for Drives, Walk-Inns, and Meetings of the organization.

COMPANY PROFILE

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CHAPTER 2 Company Profile

Suzlon Energy Limited is one of the pioneers in the wind energy industry. The company has come to the fore of the business by strategically focusing on innovation and research an integrated value chain, and entering into emerging and high growth markets to drive sustainable growth.

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Given the truly global nature of its business, Suzlon has established a Group management center in Amsterdam, Netherlands, and manages its international marketing effort out of Aarhus, Denmark, while runs its India operations out of Pune, India. The company's global spread reflects in its projects portfolio - extending across Australia , Brazil , China, India, Italy , Portugal, South Korea and the United States .

Suzlon is a market leader in Renewable Energy Resources segment. It specializes in providing total solutions in Wind Power Generation with cohesive integration of consultancy, design, manufacturing, installation, operation and maintenance services. For its contribution in the wind energy sector, the World Wind Energy Association has awarded Suzlon.

Origin:The origin of Suzlon Energy Limited can be traced back to 1995, when its founder Tulsi Tanti incorporated the company and entered renewable
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energy segment. Suzlon started its journey with a small project to supply wind turbine generators for a 3.34 MW windfarm project in Gujarat, India. Since then, Suzlon has not looked back and today it ranks as the world's 5th leading, and India's and Asia's leading manufacturer of wind turbines, with over 2,000 MW of wind turbine capacity supplied in India and across the world.

Mission and Vision: 1).Mission: Suzlon has developed and implemented several large-scale windfarms throughout India. In Vankusavade, Maharashtra Suzlon has developed a windfarm that is stretched over 29 km of rugged mountainous terrain averaging over 1,000 meters above sea level. This windfarm has 566 WTGs and has an installed capacity of over 205 MW. Vankusavade windfarm successfully demonstrated the viability of large, utility-scale windfarms in India. In Sanganeri, Tamil Nadu, Suzlon is developing a windfarm with a planned capacity of over 500 MW. Similarly, in Dhulia, Maharashtra, Suzlon is developing one of the largest windfarms of its kind in the world with a planned capacity of over 1,000 MW once complete.
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2). Renewed Vision: Its renewed vision is to rank among Top three wind players in the world and to be among leaders in European markets. Suzlon has presence in all the major international markets. United States, the largest market for wind energy worldwide forms Suzlon's largest market outside of India. Suzlon has also received major orders from Australia, Brazil, China, Italy, Portugal and South Korea. In terms of global footprint, Suzlon's global team is spread across four continents: Europe, North America, Asia, and Australia. Suzlon has its international business headquarters in Denmark, Global Management Center in Netherlands, and research and development centres in Germany, and Belgium. In North America, Suzlon has its US corporate headquarters in Chicago, Illinois and has offices across the continent to provide marketing, projects and service support. In Asia, Suzlon has presence in India and China. Suzlon's office in Melbourne, Australia is responsible for sales, marketing, project implementation and service support for the emerging Asia Pacific Market.

History of the Company:-

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The Suzlon story began in 1995 with just 20 people; and in a little over a decade has become an epic. A company of over 13,000 people, operations across the America, Asia, Australia and Europe, fully integrated manufacturing units on three continents, sophisticated R&D capabilities and market leadership in Asia, ranked 5th in terms of global market share. The seeds of the idea that became Suzlon was sown by Mr. Tantis venture into the textile industry just as it began in its booming years. Suzlon began with a wind farm project in the Gujarat state of India in 1995 with a capacity of just 3 MW and has, at the end of 2007, supplied over 7,500 MW world over. Suzlon has grown more than 100% annually and registered a 108% growth, in the financial year ended 2007 - over twice the industry average - in a supply restricted environment. Today Suzlon is being ranked the 5th leading wind power equipment manufacturer with a global market share of 10.5%. The company seized market leadership in India over 8 years ago, and has consistently maintained over 50% market share, installing over 3,000 MW of wind turbine capacity in the country.

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 Suzlon Products: 1). Wind Turbines:

Suzlons product line is a clear reflection of its strategy to focus on developing products customized not only to the local geography and wind regime, but also the individual needs of each customer. Suzlons current product range includes wind turbine generators in capacities from 350 kW to 2.1 MW, the largest example of a wind turbine manufactured and exported from Asia. Suzlon offers its turbines in customized versions for installation in a variety of climate ranging from hot, dry deserts to humid coasts, to near-freezing plains. Suzlon has driven a focused effort to make wind turbines more reliable, consistently delivering availability rates beating global standards, higher than 95% on an average. The latest examples in Suzlons product line-up are the S52 - 600 kW and S82 - 1.50 MW wind turbines. The S52-600 kW turbine is specially designed to deliver high-performance in the low-to-medium wind regime prevalent across most of India. The design incorporates Suzlon innovations starting from blades manufactured using state-of-the-art Vacuum Assisted Resin Infusion Molding technology, to
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a unique Micro Pitch system, advanced controls, and the highest hub-height in its class, all leading to a robust, reliable and efficient product which generates high-quality grid-friendly power with negligible harmonics.

2).Other Products:Suzlon has also a wide range of capacitators , AC , Generators , Wind Turbine Systems , etc. unlike many such products .

3). Growth: Looking for growth not just in India, but across the world, Suzlon looked past traditional markets for wind energy, and entered new and emerging highgrowth markets. This step has success in the rapid global expansion of Suzlons business with orders from Australia, Brazil, China, Italy, Portugal, Turkey and the United States. 4). Work at Suzlon: Harnessing wind energy is striking the perfect balance between nature and technology. In people, it is about the right mix of the individual and the organization. Each of our 13,000 employees put together helps us raise the performance bar in professionalism, opportunity, responsibility, belongingness and accomplishment.

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 The turnover of our company is 21000 crores, leading manufactures of wind turbines.

Major Achievements of Suzlon: Fifth leading wind turbine manufacturer in the world with over 6% of Won the Best Manufacturer by the World Institute of Sustainable Received the IPO of the Year honor from the Euro money And Young-backed Renewable Energy Finance Forum

market share.

Energy.

Ernst &

Awarded by the World Wind Energy Association for its contribution the wind energy sector

in

Collaboration of Company: Suzlon is collaborated with following Companies as follows:

1. ABB LTD 2. ALFA LAVAL 3. ATLAS COPCO
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4. BHARAT EARTH MOVERS 5. BHARAT ELECTRICALS. 6. BHEL 7. CARBORUNDUM UNIVERSAL. 8. CROMPTON GREAVES 9. CUMMINS INDIA 10. LARSON & TOUBRO 11. SIEMENS 12. TATA HONEYWELL 13. THERMAX 14. VOLTAS 15. FINOLEX CABLES 16. PRAJ INDUSTRIES 17. ENGINEERS INDIA 18. PUNJ LLOYD.

Hierarchy Levels in Suzlon Energy Ltd Organization Hierarchy

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Group (I) Sr.Manager & Above Level C Level A Sr. Manager ( M-6, S-1) GM & Above (S-4 & Above)

Group (II) Assistant Manager/ Manager

Group (III) Engineer / Exe.Engg / Engg.

Level B DGM/AGM (S-2, S-3)

Level D Dy. Mgr /Asst Mgr Sr. Engg ,Engg Exe. Engg (M3,M4,M5)

Level E Technician Worker Accountants (M0- M2)

HR Structure

CHRO

Recruitment

PMS and C & B

Training and MD

HR Head Corp & Shared Services

HR Head MBU

HR Head Technology

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HR Head India Business

HR Head International Business

Chairman and Managing Director: - Tulsi R. Tanti Chief Executive Officer:- Toine Van Megen

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OBJECTIVE OF STUDY

CHAPTER 3
Objective of Study Objective of Project: Recruitment is one of the major happening in Suzlon Energy Ltd. Whenever there is a need, candidates are recruited and selected through various sources according to the need of the organization.

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The objective of this project is to analytically study the recruitment process in. Suzlon Energy Ltd. and suggest improvements based on the internal feedback, so as to ensure that kind of people are selected for the right job at the right time so that ultimately the organizations goals are achieved.

Objectives: 1. To study the concept of recruitment in depth. 2. To study the entire recruitment process in Suzlon Energy Ltd. 3. To find out the deficiency and loopholes in the operations of the organization. 4. To give necessary suggestions for the betterment of the recruitment process of Suzlon so as to make it more effective.

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REVIEW OF LITERATURE

CHAPTER 4 Review of Literature

Right people at Right place

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An organizations success entirely depends upon the work force it has and the way in which it performs. Hence recruitment and selection form an important part in every organization. Recruitment is the process of developing a pool of qualified applicants who are interested in working for organization and from which the organization might reasonably select the best individual or the individuals to hire for the employment Recruitment process makes possible the management to acquire right people at right place for carrying out the operations of the organizations effectively and smoothly.

Theoretical Framework: Recruitment:To be hired. Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, the first being the manpower planning. Recruiting makes it possible to acquire the number and types of people necessary to ensure the continued operation the organization. Recruiting is the discovering of potential applicants for actual or anticipated organizational vacancies. In other words. It is a linking activity bringing together those with jobs and those seeking jobs. As Yoder and others point out: Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selective selection of an efficient working
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force. Accordingly, the purpose of recruitment is to locate sources of manpower to meet job requirements and job specifications.

Features:Recruitment has been regarded as the most important function of personnel administration, because unless the right types of people are hired, even the best plans, organization charts and control systems would not do much good. Flippo views recruitment both as positive and negative activity. He says, it is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio, i.e. The number of applicants for a job Selection, on the other hand tends to be negative because it rejects a good member of those who apply, leaving only the best.

Some of the important points regarding recruitment as follows:-

Factors Affecting Recruitment:

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All organizations, whether large or small, do engage in recruiting activity, though not to the same extent. This differs with: (i) (ii) The size of the organization: The employment conditions in the community where the organization is located: (iii) The effects of past recruiting efforts which show the organizations ability to locate and keep good performing people: (iv) Working conditions and salary and benefit packages offered by the organization-which may influence turnover and necessitate future recruiting (v) (vi) The rate of growth of organization: The level of seasonality of operations and future expansion and production programmed and (vii) Cultural, economic and legal factors, etc.

Steps of Recruitment Process: -

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Every manufacturing company will have to recruit sufficient number of workers in the company and clerical staff in the offices. The responsibility of appointing the staff lies with the personnel manager or recruiting officer. Recruitment is the basic function of the personnel department. Recruitment procedure involves the following steps. Recruitment Cycle: Detail Knowledge of the vacancy - Job Description & Specification Sources - internal - employee reference or advertising, outside agency Screening of the candidates Interview Reference check Selection

1. Human Resource Planning: 280

It is the first step in recruitment procedure in which the personnel department has to plan for recruiting persons in the organization. They have to prepare job analysis and descriptive statement of the job called job description as well as a statement of qualities and qualification of person to be recruited, which is called job specification. They are the prerequisites of good recruitment and provide guidelines to the persons in charge of recruitment.

2. Developing sources of potential employees: At this stage, the personnel department has to think of as to where they could get the right person to the job in the right way. They have to go for personnel research.

3. Deciding Sources of Recruitment: Persons can be recruited by many ways such as calling application and screening them, asking existing employees to refer new unemployed persons, contacting private employment agencies or training institutions etc. A personal manager has to study the merits and demerits of every method and has to decide which method will be suitable for the organization.

4. Selecting and Placement: This is the last stage of recruitment procedure. After deciding the sources of recruitment the personnel manager has to follow the method and recruit persons by selecting him. After selection, giving him appointment should place the persons.

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According to Famularo, personnel recruitment process involves five elements, viz, a recruitment policy, a recruitment organization, a forecast of manpower, the development of sources of recruitment , and different techniques used for utilizing these sources, and a method of assessing the recruitment programmed.

Recruitment Policy in Suzlon:Such a policy asserts the objectives of the recruitment and provides a framework of implementation of the recruitment programmer in the form of procedures. Such a policy in Suzlon involve a commitment to broad principles such as filling vacancies with the best qualified individuals. It may embrace several issues such as extent of promotion from within, attitudes of enterprise in recruiting its old employees handicaps, minority groups, and women employees, part time employees, friends and relatives of present employees. It may also involve the organization system to be developed for implementing recruitment programmer and procedures to the employed. Therefore, Suzlon considers and implements a pre-planned recruitment policy, based on corporate goals, study of environment and the corporate needs, may avoid hasty or ill-considered decisions and may go a long way to man the organization with the right type of personnel.

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 A Good Recruitment Policy Must Contain These:Elements:(a) Organizations objectives both in the short term and long-term-must be taken into consideration as a basic parameter for recruitment decisions and needs of the personnel-area-wise, job-family-wise. (b) Identification of the recruitment needs to take decisions regarding the balance of the qualitative dimensions of the would be recruits i.e. the recruiters should prepare profiles for each category of workers and accordingly work out the man specifications, decide the sections, departments or branches where they should be placed and identify the particular responsibilities which may be immediately assigned to them: (c) Preferred sources of recruitment, which would be tapped by the organization e.g.for skilled or semi-skilled manual workers, internal sources and employment exchanges may be preferred; for highly specialized categories and managerial personnel, other sources besides the former, may be utilized. (d) Criteria of selection and preferences: These should be based on conscious thought and serious deliberations. In some cases trade unions may be consulted in working out the recruitment policy. In others, management may take the unilateral decision. (e) The cost of recruitment and financial implications of the same.

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 Prerequisites of A Good Recruitment Policy:The recruitment policy of an organization must satisfy the following conditions: 1. 2. It should be in conformity with its general personnel policies; It should be flexible enough to meet the changing needs of an organization: 3. It should be so designed as to ensure employment opportunities for its employs on a long-term basis of that the goals of the organization should be achievable; and it should develop the potentialities of employees; 4. It should match the qualities of employees with the requirements of the word of which they are employed; 5. It should highlight the necessity of establishing job analysis. The nature and extent of the recruitment programmer depends on a number of factors, including the skills required, the state of the labor market, general economic conditions, and the image of the employer. A company which has a reputation of paying fair wages, providing, good employee benefits and taking interest in employee welfare activities would attract a larger number of applicants than it needs without making any extra recruiting effort. Small companies, which hire only a few persons, each year may not need to do more than spread the word around the plant or office that a vacancy exists.

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However, as a result of regulations and pressures from society and the government, the recruitment programmer now requires the employers to go out and actively seek job applicants from groups of those who may not otherwise apply for employment.

Sources of Recruitment:
Before an organization activity begins recruiting applicants it should consider the most likely source of the type of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing sources they have. These sources, accordingly, may be termed as internal and external.

Internal Sources: Internal Sources of Recruitment:1. Transfer of employee:

The transfer is one of the sources for filling in vacancies, which may arise in the organization. The vacancies may arise in the company on account of several resources. Death, marriage retirement, termination are the various reasons on account of which the vacancies occur in the company. One workman can be transferred from one department to another department in order to fill in the vacancies.

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2. Promotion:
The promoting the employees to the highest post can fill up the various vacancies in the organization. The promotion of employees means upgrading of the employee. Whenever an employee is promoted it increases the rank, remuneration and also the responsibility of employees. It helps to maintain industrial peace in organization. Internal sources are the most obvious sources. These include personnel already on the pay-roll of an organization, ie, its present working force. Whenever any vacancy occurs, somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who were once on the pay roll of the company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily, or those on production lay- offs. An organizations success entirely depends upon the work force it has and the way in which it performs. Hence recruitment and selection form an important part in every organization. Recruitment is the process of developing a pool of qualified applicants who are interested in working for organization and from which the organization might reasonably select the best individual or the individuals to hire for the employment.

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Merit: The use of an internal source has some merits:

(i) It improves the morale of employees, for they are assured of the fact that they would be preferred over outsiders when vacancies occur. (ii) The employer is in a better position to evaluate those presently employed than outside candidates. This is because the company maintains a record of the progress, experience and service of its employees. (iii) It promotes loyalty among the employees, for it gives them a sense of job security and opportunities for advancement (iv) As the persons in the employment of the company are fully aware of, and well acquainted with, its policies and know its operating procedures, they require little training, and the chances are they would stay longer in the employment of the organization than a new outsider would. (v) (vi) They are tried people and can, therefore, be relied upon. It is less costly than going outside to recruit.

Demerits: However, this system suffers from certain defects well

(i) It often leads to inbreeding, and discourages new blood from entering an organization. (ii) There are possibilities that internal sources may dry up and it may be difficult to find the requisite personnel from within an organization.
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(iii)

Since the learner does not know more than the lecturer, no innovations worth the name can be made. Therefore on jobs which require original thinking (such as advertising, style, designing and basic research), this practice is not followed.

(iv)

As promotion is based on seniority, the danger is that really capable hands may not be chosen. The likes and dislikes of the management may also play an important role in the selection of personnel. This source is use by many organizations; but a surprisingly large

number ignore this source, especially for middle management jobs. In other words, this source is the lode that is rarely mined. It is not only reasonable but wise to use this source, if the vacancies to be filled are within the capacity of the present employees; if adequate employee records have been maintained, and if opportunities are provided in advance for than to prepare themselves for promotion from blue-collar to white-collar jobs.

External Sources:
These sources lie outside the organization. They usually include (i) New entrants to the labor force, i.e. young, mostly inexperienced potential employees-the college students: (ii) (iii) The unemployed-with a wide range of skills and abilities; Retired experienced persons such as mechanics, machinists, welders, accountants;
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(iv)

Others not in the labour force, such as married women and persons from minority groups.

External Sources of Recruitment:1. Advertisement:

Advertisement in newspaper and journals is extremely popular source of recruiting staff. All particulars regarding the job and the qualification of the prospective candidate are given in the advertisement. Candidates possessing the requisite qualifications apply for the job in response to the advertisement.

2. Placement Agencies:
Placement agencies are also providing very qualified employees to the company. Company gives job description to agency to provide right candidate.

3. Colleges and Management Institute (Campus Interview):

All these are very useful sources of recruitment for full range of jobs. The recruitment managers of the company maintain a close liaison with the colleges and management institute for recruiting apprentices or management trainees..

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Merits:(i) External sources provide the requisite type of personnel for an organization, having skill, training and education up to the required standard. (ii) Since persons are recruited from a large market, the best selection can be made without any distinctions of caste, sex or color. (iii) In the long run, this source proves economical because potential employees do not need extra training for their jobs.

Demerits:However, this system suffers from what is called brain drain. Especially when experienced persons are raided or hunted by sister concerns.

Methods or Techniques of Recruitment:Author summaries the possible recruiting methods into three categories: direct, indirect and third party.

1). Direct Methods:

These include sending traveling recruiters to educational and professional institutions, employees contacts with public, and manned exhibits. One of the widely used direct methods is that of sending of recruiters to colleges and technical schools. Most college recruiting is done in co operation with the placement officer of a college.
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The placement office usually provides help in attracting students, arranging interviews, furnishing space, and providing student resumes. For managerial, professional and sales personnel, campus recruiting is an extensive operation. Persons reading for MBA or other technical; diplomas are picked up in this manner. For this purpose, carefully prepared brochures, describing the organization and the jobs it offers, are distributed among students, before the interviewer arrives. The DCM, TATAs and other enlightened firms maintain continuing contacts with institution placement officials with a view to recruiting staff regularly for different responsible positions. Sometimes, firms directly solicit information from the concerned professors about students with an outstanding record. Many companies have found employees contact with the public a very effective method. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go to the desired centers.

2).Indirect Methods:
Indirect methods involve mostly advertising in newspaper, on the radio, in trade and professional journals, technical magazines and brochures.

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Advertising in Newspapers :- trade journals and magazines is the most

frequently used method, when qualified or experienced personnel are not available from other sources, Senior posts are largely filled by such methods when they cannot be filled by promotion from within. The main point is that the higher the position is in the organization, or the more specialized the skills sought, the more widely dispersed advertisement is likely to be. The search for top executive might include advertisements in a national periodical; while the advertisement of blue collar jobs is usually confined to the daily newspaper or regional trade journals. The classified advertisement section of a daily newspaper or the Sunday weekly editions of The Hindustan Times, the Times of India, The tribune, Bharat Jyoti, The national Herald, Free Press Journal, The Pioneer, Amrita Bazar Patrika, Economic Times The Hindu, The Indian Express, etc, carry advertisements for all types or positions. Such advertisements enable prospective candidate to screen themselves in order to find out whether they are fit for the job for which the advertisement has been issued. According to Advertisement Tactics and Strategy in Personnel Recruitment, three points need to be borne in mind before an advertisement is inserted. First, to visualize the type of applicant one is trying to recruit. Second, to write out a list of the advantages a company offers; in other words, why the reader should work for the company. Third, to decide where to run the advertisement, not only in which area but in which newspaper having a local, state or nation-wide circulation.

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Many organizations often place what is referred to as a blind advertisement, one in which there is no identification of the organization. Respondents are asked to reply to a Post Office Box Number or to the organizations with regional or national reputation do not usually use blind advertisements.

3).Other Methods:Include advertising in publications, such as trade and professional journals, and radio or television announcements, as is done by many Indian manufacturers. Professional journals are read by people with specialized backgrounds and interests. Therefore, advertisements in these are generally selective.

Third Party Methods:Private employment agencies :These include the use of commercial or private employment agencies, state agencies, placement offices of schools, colleges and professional associations, recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives.

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Practical Framework
Recruitment Process at Suzlon Energy Ltd : Scope of the Study:As far as recruitment of Potential candidates is concerned the conclusion & suggestions derived from study will be useful to widely sought customers and executives of manufacturing companies to improve work efficiency in today's cutthroat competition. Given below is the guideline applicable to recruitment activities carried out for all Business Units at Suzlon,

Formation of Staffing Team:A new staffing partner is taken on board when there are many positions to work upon or on exit of any staffing team member. Following activities are carried out before the new staffing team member joins: The computer, company e-mail id, employee number, EID, access card is made available. When new staffing member joins, following details are provided to him/her: - Brief of Suzlon, its products, skills set in general, about BUs and the hierarchy at Suzlon - Methods of sourcing the resumes. - The job profile and job structure. - Staffing track sheet. - Documents to be used and processed.
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Steps of Hiring at Suzlon 1. Manpower Requisition Form

A detailed job analysis is conducted to identify the skills required to do the job, the sources to be tapped and hence make the sourcing focused. Hence the primary objective of generation of MRF is to identify what the job entails and what an employee must Possess to perform successfully on the job.

Contents of Manpower Requisition Form:-

Job Description Job title Location Job Summary Duties Job Role and Responsibilities Required

Job Specification Education Experience Behavioral Skills Communication Skills Industry Experience

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Once it is known how many and what type of candidates are required, consideration is given to i) Sources of recruitment a) Job Portals b) Internal candidates c) Advertisement of company website d) Campus Placement etc. ii) iii) Companies to be considered. Constrain time for each step of recruitment

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Broad Levels :- Levels for Recruitment

According to the designation and levels of Hierarchy, the recruitment activity of specific positions is filled depending on the grades, roles and designation of the prospective candidate. Following broad levels clearly elaborate the recruitment procedure carried out to fill in each vacancy in Suzlon as per the grades as under :Levels for Hierarchy Levels for Recruitment

Grade Designations S4 S3 S2 S1 M6 M5 M4 M3 M2 M0 T CXOs / BU Heads / President Vice President General Manager AGM & DGM

Normal Role Head of Function / BU

Strategic

Tactical Sr. Manager Manager Asst. / Dy. Manager Operational

Sr. Engineer / Sr. Executive Engineer / Execution 1 Executive Jr. Engr. / Jr. Exe. / Trainees Technicians, Drivers, Execution 2 other Trainees

Head of Function / A SBU HoD HoD / Site in-charge / B Team Leads Site in-charge / Team Leads C Team Leads Team Leads / Team Members Team Leads / Team Members D

Team Members E

297

Level A B C D E E

Grade S3 & above S2 S1 & M6 M5 to M2 M1 & below T1

Designation GM & above DGM / AGM Sr. Mgr & Mgr Dy. Mgr to Engineer, Executive, Officer Jr. Engr. & Jr. Executive & Dip. Trainee Engr/ Sr. Asst/ Sr. Tech/ Tech/ Supervisor/ Tel. Operator/ Receptionist Asst. Tech/ wkmn/ Helper/ W/S Asst/ Peon/ Driver

Eg. Recruitment Procedure carried out to fill in junior engineers, Senior Executives, Assistant or Senior Technical Engineers are done according to the level E, with grade M1 & Below respectively. Similarly all such above positions are filled with consideration of levels and grades in the organization.

298

Given below are few Hiring Charts of resumes sourced two years back as follows:-

2. Sources of resumes at Suzlon Hiring chart of year 2005:Suppor t GES HPS HBS&AS Suzlon 33 17 47 17 114 36 49 50 40 175 3 40 41 34 118 11 3 12 3 29 3 86 6 115 14 164 9 103 32 468

Channels My Pal Portals Print Ads Consultants Miscellaneou s Total Lateral Hires

% 24 37 25 6 7 100

299

6%

7%

24%

25% 38%

Hiring chart of year 2006:Suppor t GES HPS HBS&AS Suzlon 33 25 28 31 117 54 45 39 53 191 30 38 34 25 127 9 5 6 11 31 11 137 14 127 6 113 7 127 38 504

Channels My Pal Portals Print Ads Consultants Miscellaneou s Total Lateral Hires

% 23 38 25 6 8 100

300

6%

8%

23%

25% 38%

Job Portals:The most preferred job portals used at Suzlon are Naukri and Monster.com Following are some of the common services provided by the portals:-

i)

Advanced Search-

Recruiters can search the entire CV or specific fields such as current designation, current employer, and key skills etc. it is the most useful and
301

comprehensive search. Search can be made on broad parameters as well as focused depending upon the requirements of the recruiter.

ii)

Basic search

This is the quick search using the drop down menu on fixed parameters with keyword search in important fields. It is useful for initial steps of search.

Job postings:Portals are also used to post the job requirements of the company .These postings can be searched by using specific keywords. The contents of the job posting can be changed by the poster.

Miscellaneous: The database is maintained in a excel which consists of resumes sent to the HR For scrutiny with details of candidate profile, comments of the manager, interview date etc. In case a candidate found unsuitable for a position in one business unit is found suitable for the other BU, then the candidate may be reconsidered for an opening at Suzlon.
302

By applying various filters of qualification, experience, position or employer, the data in the recruitment database can be made accessible. The only point to be taken into account is to update the database both in terms of changed qualification of candidates and resumes sent to HR executive and then to HR manager for final shortlist. An updated database is one of the important efforts to be made to streamline the hiring process.

My Pal :The open positions are made open to existing employees for referring their relatives and friends through My Pal. These documents contain the details of manpower requisition form. The present employees refer their references. The response is captured in the excel sheet containing details of employee referred, name of the candidate who is being referred, his or her years of experience, skills, qualification, location, etc.
303

The employees who refer the suitable candidates are awarded with the amount at the end of the year but the referral amount is given only after the candidate completes three months of service at Suzlon.

Consultants:Suzlon is linked with consultants one of them is The Catalysts Consultants and consulting agencies. For some of the open positions Suzlon outsource the work to these consultants. Around 7% to 8% of the hiring is done through these consultants.

Pre-screening the Resumes: The resumes received from various resources are to be pre screened before sending to the HR manager. The purpose of pre screening is to remove the visibly unqualified candidates from the pool of candidates for the job at the early stage. The pre screening is done in following ways:

Telephonic Prescreening:The candidate is contacted on phone and following details of profile are captured: - Ever interviewed by Suzlon Energy Ltd. - Graduation, Year of Passing
304

- Total years of experience - Current employer and current designation - Job responsibility - Total cost to company (present and expected) - Reason for leaving the first job - Time require to join (notice period) - Relocation and flexibility for traveling

3. Selection Interviews:
Telephonic (Technical) :- In the initial stage of interview a telephonic round of the candidate is taken to test the basic knowledge of his skills. Eg. Test and measurement engineer for quality assurance department.

Technical Round of Interviews :- (Personal Round )

This is the most favored technique used at Suzlon interview. Interview is an in depth formal conversation conducted to evaluate the applicants ability.
305

It can be adapted to managerial, skilled, unskilled, and professional employees. It allows a two-way exchange of information, the technical team learns about the candidate and the candidate also learns about the company. The selection interviews consist of an extensive technical discussion, wherein the technical team asks various questions to the applicant to know how much the applicant is technically sound. The applicant is also asked to draw technical diagrams. It is necessary that a panel of at east three people take the interview so that the subjectivity is excluded. Initially the senior person or the colleagues of the vacant profile take the interview and then only there is a final interview by the project manager or by the concerned technical person the candidate is going to report.

HR Round of Interview:
The HR round of interview is not just a formality. Apart from salary discussion and negotiations, various non- technical abilities such as ability to work under stress, decision making skills, time management are assessed in the HR round of interviews. The HR round is to ensure that the candidate and Suzlon are not a mismatch to each other in terms of work culture, aspirations etc.
306

As followed in case of technical round, the HR round s also taken by a panel consisting at least one staffing person. After discussing the candidature with the technical panel HR gives its final decision.

Reference Check and Selection decision:1).Reference Check:Reference checks are done for the purpose of verifying information and gaining additional information on an applicant. Although listed in the application form, references are not usually checked until an applicant has successfully reached up to the last stage of selection process.

307

People from previous company, colleagues can act as good references. Previous co-workers are preferable because they are already aware of the applicants performance. Mainly 2 purposes are served by reference checks: 1. To gain insight about the potential. 2. To find out the behavioral skills.

2).Selection Decision:After obtaining information through preceding steps, selection decision is made. The views of the line manager will be generally considered in the final selection because it is he or she who is responsible for the performance of new employee. The HR team also plays a crucial role in the selection process.

Joining Process:1).This is the last step in Recruitment:After selection, the joining process of the new candidate starts by the staffing partners. The staffing partners send the following documents to the post processor. For the joining process the following documents are needed.
308

1. MRF ( signed by minimum 2 concerned persons) 2. Application Form 3. Evaluation Form 4. Candidates CV 5. Comparison Sheet These documents contain the information which is important to the company as well as to the candidate also. The contents of the information are: - Designation of the candidate - The date of joining Location - Business Unit - Salary Break up - Band of the candidate - Comparison of the previous and current salary - Internal fitment

2).Job offer: After collecting all the above mentioned documents from the respective staffing partner two weeks earlier and confirming the date of joining with the candidate, the post processor makes an appointment letter and sends the soft copy of appointment letter as an offer from the company.

309

This offer is the final confirmation from Suzlon as to the person has cleared all the selection criteria except the medical test. This offer contains the following documents: 1. Appointment letter with Salary break up 2. Annexure (Including medical examination form and the list of the documents to be carried at the time of joining) 3. Compensation benefit papers (List containing various benefits the new candidate is eligible to) The candidate fills and sends two forms that is the application forms and medical declaration back to the concerned person. Mean while the HEAD HR checks all the documents and signs the appointment letter which the person gets at the time of joining. Before the joining of the candidate, other necessities such as creation of EID, creation of employee no. his/her computer, seating place are completed with the help of their application data forms, salary sheet, and appointment letter. At the time of joining the candidate fills a joining form which is given with the joining kit. The candidate submits the joining form with other documents which are mentioned in the annexure which are: - All educational certificates - Relieving letter of previous employer - Experience certificate
310

- Pay slip of the previous employment - PAN (If available) - Passport (If available) - Hard copy of the latest CV - 7 passport size photographs The I-card is also issued at the time of the joining. With the completion of the joining formalities of the new candidate, the joining process comes to an end.

3).Problems in the hiring as seen:1. Lack of knowledge of joining process to the staffing partners. 2. Updating of the internal database 3. Lac of Pro-activeness 4. Repeated interviews of the same candidate. 5. Time required for the hiring process. 6. Limited sources of resumes

311

RESEARCH METHODOLOGY

CHAPTER 5 Research Methodology

What is Research?

312

The very common meaning of research is a search of knowledge. Research is an art of scientific investigation. Research is nothing but movement from the known to the unknown a voyage of discovery.

Definitions: Redman and Mory defined Research as a systematized effort to gain new knowledge. The Advanced Learners Dictionary states Research as A careful investigation or an enquiry especially through search for new facts in any branch of knowledge.

Research Methodology :-

Research methodology is a way to systematically solve research problems. It may be understood as a science of studying how research is done successfully.

Research process diagram :

Process and steps of research : The process and steps of the research have been given in following FLOW CHART.

313

Research process in FLOWCHART

FF

Define Research Problem

Review of Literature

Research Design

Collect Data

II

III
Design)

(Including
Sample)

IV

III
Analysis of Data

V
Interpret Report

(VI) F Where F = FEED BACK Where FF = FEED FORWARD

Research Objective :To study existing recruitment procedure in the organization.

314

To check the effectiveness of recruitment procedure in the organization.

Research Design :Definition:According to P.V.young, A research design is the logical and systematic planning and directing a piece of research. The design chosen for the project work is Descriptive Research Design. It helps in the findings. Describe the characteristic of certain groups. Estimate the proportion of people in a specified population who behave in certain way. Make specific prediction.

Population: -

The population taken under study is 80 employees of Suzlon Energy Ltd.

315

Definition: A population or universe is the totally of items or things under consideration. It is the collection of all values of the variable under study. This could be finite or infinite size.

Sample: Definition: It is the proportion of the population or universe under consideration and sampling is the process of selecting the sample.

Sample Size: -

In general sample size must be of an optimum size that means it should not be too large or too small. While selecting the size of sample, a researcher must pay his attention to many other things such as time available for completion of the study, size of population , size of questionnaire, etc.

Sample size of my research is 10 employees of Suzlon Energy Ltd.

Sources of Data Collection: 316

There are two types of Data used for research purposes, which are described below as follows:

1. Primary Data:Primary data obtained by a study specifically designed to fulfill the data needs of the problem at hand. Primary data is the data that deals with the information or data generated through direct methods like personal interviews, questionnaire. Some questionnaire also sends amongst three levels employee, manager, staff and they ask to revert them back after putting questions. The questionnaire was prepared based on the sample data which was distributed among the employees.

2. Secondary Data:Data, which are not originally collected but rather obtained from published or unpublished sources, are known as secondary data. Secondary data is collected through company profile, company information brochures.

Methods of Data Collection:317

1. Questionnaire Method:In this method, a list of questions pertaining to the survey is prepared and sent to various areas by post. The questionnaire contains questions and provides space for answers.

Sampling Method:The sampling method, which I have used in this project, is Random Sampling method. This type of sampling is also known as chance sampling or probability sampling. In this way I have selected the employees from employee register of the company. In probability sampling, samples of each element or unit under consideration have a known probability of being included in the sample.

Statistical Tool :The statistical tool used in my project during tabulation of data is PieChart Diagrams This tool is effective in specifying accurate percentage of proportion of population taken under study during data analysis and interpretation.

Research Instrument:
The questionnaires are formal & structured, it includes Close ended (yes/no or multiple choice)

318

DATA ANALYSIS

CHAPTER 6
319

Data Analysis and Interpretation

Questionnaire filled by 10 employees of Suzlon Energy Ltd. Q1. Which are the factors affecting the recruitment policy in Suzlon Energy?
FACTORS AFFECTING THE RECRUITMENT POLICY TABLE 1 No
I II III IV V

Particulars

No of Respondents
4 1 1 2 2

% of Respondents
40% 10% 10% 20% 20%

Size of Organization Location Working Condition Culture Growth Rate

Suzlon Energy
Size of Orgnization

20% 40%

Location Working Condition Culture

20% 10% 10%

Growth rate

Interpretation:
320

40 % of employers replied that size of organization affects recruitment policy, 10% went for location of company another 10% said in favour of working condition in company 20% said due to culture in organization while 20% said due to growth rate. Q2. What is the impact of factors that contain in the recruitment policy of Suzlon Energy?
IMPACT OF FACTORS TABLE - 2 No
I II III IV

Particulars

No of Respondents
5 3 2 2

% of Respondents
50% 30% 20% 20%

Organizational Objective Recruitment Needs Working Condition Sources

Suzlon Energy
Organizational Objective

20%

Recruitment Needs Sources

50% 30%

Interpretation:
321

50% of employees feel that organization objective is an impacting factor in recruitment policy 30% said that recruitment need is important factor while 20% were in favour of sources of recruitment policy.

Q3.What are the prerequisites of good recruitment policy in the company?

PREQUISITIES RECRUITMENT POLICY TABLE 3

No
I II III

Particulars

No of Respondents
2 2 6

% of Respondents
20% 20% 60%

Flexibility Conformity with Policy Well Designed

Suzlon Energy
Flexibility

20%

Conformity with Policy

60%

20%

. Well Designed

Interpretation:

322

20% employees think that flexibility is a

pre-requisite factor for good

recruitment policy 20 % were in favour of conformity with policy as a factor while 60% of them said that well designed recruitment policy is the prerequisite of good recruitment policy.
Q4. What are the reasons for vacancies in your company?

RESONS FOR VACANCIES TABLE - 4

No
I II II IV

Particulars

No of Respondents
2 3 1 4

% of Respondents
20% 30% 10% 40%

New Project Internal shuffling. VRS. Expansion

Suzlon Energy
New Project

20% 40%

Internal shuffling VRS

10%

30%

Expansion

Interpretation:
20% of the employees inclined their response towards the beginning of new projects, 20% of them told that it is due to internal shuffling, 10% said it is due
323

to VRS, 30% replied in favour of expansion of the company whereas 20% of them opted for attention in organization.

Q5. The most convenient source of the recruitment followed by your company?
CONVINIENT SOURCES FOR RECRUITMENT TABLE 5

No
I II III IV V

Particulars

No of Respondents
3 2 3 1 1

% of Respondents
30% 20% 30% 10% 10%

Walk inns Advertisement Consultancy Campus Recruitment Employee referrals

Suzlon Energy
10% 10% 30%

Walk inns Advertisement Consultancy Campus Recruitment

30%

20%

Employee referrals

Interpretation:

324

30% candidates are recruited by walk-inns, 20% through advertisements, 30% candidates are recruited through consultants, 10% through campus and the rest 10% through employee referrals.

Q6. What are the pre-requisites for recruitment of junior and senior position on the company?
PRE-REQUISITES FOR JUNIOR & SENIOR RECRUITMENT TABLE - 6 No.
I II III

Particulars

Base on Qualification Based on Experience Both

No of Respondents 2 2 6

% of Respondents 20% 20% 60%

Suzlon Energy
20%

Base on Qualification Based on Experience Both

60%

20%

Interpretation:
325

20% of candidates are recruited based on qualification, 20% based on their experience, while majorly 60% were in favour of both based on qualification and experience for recruitment of junior and senior positions.

Q7. Do you consider the application of outstation candidates?

APPLICATION OF OUTSTATION CANDIDATES TABLE 7 No
I II

Particulars

Yes No

No of Respondents 8 2

% of Respondents 80% 20%

Suzlon Energy
20%
Yes No

80%

Interpretation:
326

80% of employers consider the application of outstation candidates during recruitment, while 20% recruiters are not in favour of recruiting outstation candidates. This depends in certain circumstances only.

Q8. Do you conduct any aptitude test before recruitment if any candidate followed by any other test? Eg Pschychometric Test
APTITUDE TEST BEFORE RECRUITMENT TABLE - 8

No
I II

Particulars

Yes Cant Say

No of Respondents 9 1

No of Respondents 9 1

Suzlon Engery
10%
Yes

Cant Say

90%

327

Interpretation:
90% of the candidates said that there is aptitude test followed by other test in the company, while 10% were unable to give any view regarding this.

9.What is the processing time for closing any candidate?

PROCESSING TIME FOR RECRUITMENT TABLE 9

No
I II III

Particulars

2 Weeks 3 Weeks 8 Weeks

No of Respondents 4 4 2

% of Respondents 40% 40% 20%

Suzlon Energy
2 Weeks

20% 40%

4 Weeks 8 Weeks

40%

328

Interpretation:
As and when manpower requisition comes from any department, the HR department fulfills it within 6 weeks that is 40% candidates were recruited in 2 and 6 weeks, rest 20% were recruited in 8 weeks.

Q10. What is the process of recruitment or stages involved in recruitment?

STAGES INVOLVED IN RECRUITMENT TABLE 10

No.
I II III IV

Particulars

Telephonic Interviews Personal Interviews Final H.R Round All the Above

No of Respondent s 1 1 1 7

% of Respondents 10% 10% 10% 70%

Suzlon Energy
Telephonic Interviews

10%

10% 10%

Personal Interviews Final H.R Round All the Above

70%

329

Interpretation:
In recruitment stages primarily 10% employers opted for telephonic interviews as 1st stage in the process, another 10% for personal interview as 2 nd stage in the process, 10% for final HR round as 3rd stage in the process where as 70% were in favour of all the above rounds necessary in the recruitment process in the company.

Q11. What are the ways to attract talents available in market?

AVAILABLE WAYS TO ATTRACT TALENTS TABLE 11

No
I II II

Particulars

By offering Joining Bonus Buying their Notice Periods Other Facilities

No of Respondents 4 3 2

% of Respondents 40% 30% 20%

Suzlon Energy
By offering Joining Bonus

20% 40%

Buying their Notice Periods Other Facilities

30%

330

Interpretation:
40% of employers attract new talents in company by offering joining bonus, 30% of them attract candidates by buying their notice periods specially to fill in vacancy of senior position where as, 30% of them answered that they give other facilities to attract talents available in markets for their company.

Q12. What is the ratio of select to joining?

RATIO OF SELECT TO JOINING TABLE - 12

No.
I II III IV

Particulars

2:3 3:5 1:5 5:5

No of Respondents 2 3 1 4

% of Respondents 20% 30% 10% 40%

Suzlon Energy
20% 40%
1:05 5:05 2:03 3:05

10%

30%

331

Interpretation:
20% of employers were in favour of 2:5 selects, 30% said 3:5 ratio of selects, 10% went for 1:5 ratio, while 40% agreed with 5:5 total ratio of selects to joining of candidates in the company.

Q13. Do you sign any bonds while recruiting the candidates?

BONDS TO BE SIGNED IN RECRUITMENT TABLE 13 No
I II

Particulars

Yes No

No of Respondents 8 2

% of Respondents 80% 20%

Suzlon Energy
20%
Yes No

80%

332

Interpretation:
80% employers agreed that candidates are recruited in the company by signing bonds for the particular post while 20% recruiters denied that candidates do not require signing any bond for a particular post.

Q14. Are the candidates satisfied with mode of recruitment process?

SATISFACTION OF CANDIDATES TABLE - 14

No.
I II III

Particulars

Satisfied Partly Satisfied Not Satisfied

No of Respondent s 7 2 1

No of Respondents 70% 20% 10%

333

Suzlon Energy
10% 20%
Satisfied Partly Satisfied Not Satisfied

70%

Interpretation:
70% of candidates are satisfied with the mode of recruitment process, 20% are partly satisfied while remaining 10% are not satisfied with current process.

Q15. What are the reasons in case of dropouts or attrition rate for any post even after effective recruitment procedure?
REASONS FOR ATTRITION RATE TABLE 15 No. Particulars
No of Respondent s 4 4 2 No of Respondents 40% 40% 20%

I
II III

Better offers in other companies Higher Growth Prospectus Not Satisfactory with the role offered.
334

Suzlon Energy
20% 40%
Better offers in other companies Higher Growth Prospectus Not Satisfactory with the role offered

40%

Interpretation:
40% of the candidates do not join due to better offers in other companies, 40% of them drop out due to higher growth prospectus while 20% reject job offers because they are not satisfactory with the role offered.

Q16. What influences your decision to invite a candidate for interview?

DECISION TO INVITE CANDIDATES FOR INTERVIEW TABLE 16 No
I II III

Particulars

Continuous follow of candidate. Total Job Experience. Matching Job Profile

335

No of Respondent s 3 2 4

% of Respondents 30% 20% 40%

IV

Academic Achievement

10%

Suzlon Energy
10% 30%
Continuous follow of candidate Total Job Experience. Matching Job Profile

40% 20%

Academic Achievement

Interpretation:
30% of employers invite candidates for interview by their continuous follow up, 20% consider their total job experience, 40% are influenced due to the matching job profile while 10% go for the academic achievement.

Q17. Are the candidates satisfied with the interview process?

SATISFACTION WITH INTERVIEW PROCESS TABLE - 17

No.
I II

Particulars

Satisfied Partly Satisfied

336

No of Respondents 7 2

No of Respondents 70% 20%

III

Not Satisfied

10%

Suzlon Energy
Satisfied

10% 20%
Partly Satisfied Not Satisfied

70%

Interpretation: 70% of candidates are satisfied with the interview process in the company, 20% are partly satisfied, while remaining 10% are not satisfactory.

Q18. Head hunting does the term prevail here?

MENTHOD OF HEAD HUNTING TABLE - 18

No
I

Particulars

Yes

No of Respondents 9 337

% of Respondents 90%

II

Cant Say

10%

Suzlon Energy
10%
Yes No

90%

Interpretation:
90% of recruiters do head hunting for critical positions in the company while 10% do not think that head hunting is important.

Q19. Does your recruitment procedure act as a benchmark in recruiters market?

RECRUITMENT PROCEDURE AS BENCHMARK TABLE 19

No

Particulars
338

No of

% of

I II III

Yes No Cant Say

Respondents 9 0 1

Respondents 90% 0% 10%

Suzlon Energy
10% 0%
No Yes

Can't Say

90%

Interpretation:
90% of the employers answered in favour that their recruitment procedure act as benchmark in the market, 10% were unable to give any view whereas none denied for this.

Q20. Do you think that the role of the Recruiters in your company is challenging for Sourcing effective candidates?
ROLE OF RECRUTERS TABLE - 20

No.

Particulars
339

No of

% of

I II III

Yes No Definitely

Respondents 1 0 9

Respondents 10% 0% 90%

Suzlon Energy
10% 0%
No Definitely Yes

90%

Interpretation: 10% candidates think that role of recruiter is becoming challenging; none denied this view, while 90% candidates said that they definitely agree on this view.

340

OBSERVATION AND FINDINGS

CHAPTER 7
Observation and Findings
Based on data analysis and interpretation following observations and findings arrive as Suzlon has well defined recruitment procedure.

341

1. The recruitment procedure is designed to be objective oriented and as per the need. 2. In order to attract, deploy, retain or recruit the talent required for building and organization, company aims at recruiting those who are fit with work culture of certain job profile in a certain company may be an MNC. 3. Review and planning are also important aspects of recruitment and managing the people by tangible grade point scales strictly follows it though interdepartmental complexities are seen. 4. Recruitment procedures are headed by strategic business units heads followed by hierarchy of dedicated team members comprising of divisional manager department manager and team leader. 5. Recruitment process in suzlon is cost effective, time effective, interview is probably the most widely use tool but addition of effective search engines is a requirement. 6. Wrong Recruitment Costs Twice so suzlon works on a well-designed recruitment policy so that both quality and quantity of manpower resources is retained thus minimizing attrition ratio to the best.

342

7. As researcher I have observed that while dealing with increments, the candidates experience as well as qualification is evaluated and accordingly company satisfies candidates expectation. 8. The average time for recruitment process is 2 weeks to 2 months from the initial requisition period.

343

CONCLUSION

CHAPTER 8
Suggestions, Recommendation & Conclusion

344

Suggestions:1. To conduct the survey after specific time among newly recruited employees, to know the satisfaction of job as well as opinion about company. 2. I prefer one of the suggestion to company that company should go maximum for internal databank for recruitment because it will save time of searching and as well as screening. 3. Effective communication being the important and critical requirement for healthy and working environment so it should be provided to new employed candidates. As well inter departmental complexities be reduced. 4. The company being vast, number of search engine portals should be increased.

5. Telephonic interviews should be avoided as far as possible.

345

6. Efficient formulation of methodologies be done to retain manpower as attrition rate of employees is high in company. 7. The time span between interview schedule and steps of selection till job offer should not be delayed so that critical positions can be filled within limit.

Conclusion: 346

1. From the brief description it may conclude by saying that the task of recruitment is very simple to understanding but it is difficult to implement in actual practice.
2. The company maintains healthy relations with their employees.

They have recruited most skillful and quality people for their esteemed clients. 3. The existing recruitment procedure is effective and efficient, but complex in nature. 4. There is increment in the pool of candidates based on quality job profiles with utmost retention. 5. The companys priority reduces the probability that job applicant, once recruited and selected, will leave the organization after a short period of time. 6. The company now effectively strives to retain the valuable resources once employed thus erasing attrition ratio to the fullest.

347

BIBLIOGRAPHY

348

CHAPTER -9 Bibliography

Sr.No 1 2 4 6

Name Of Books Personnel Management Human Resource Management Research Methodology In Management Research Methodology

Name Of Authors C.B.Mamoria ICFAI Presss V.P.Michael C.R.Kothari

Websites: 1. http://www.suzlonenergyltd.com References:1. Company Manual 2. Internet

349

ANNEXURE

Annexure

350

Questionnaire filled by 10 employees of Suzlon Energy Ltd. 1. Which are the factors affecting the recruitment policy in Suzlon Energy?
No Particulars No of Respondents
4 1 1 2 2

% of Respondents
40% 10% 10% 20% 20%

Size of Organization Location Working Condition Culture Growth Rate

2. What is the impact of factors that contain in the recruitment policy of Suzlon Energy?
No
I II III IV

Particulars

No of Respondents
5 3 2 2 351

% of Respondents
50% 30% 20% 20%

Organizational Objective Recruitment Needs Working Condition Sources

3. What are the prerequisites of good recruitment policy in the company?

No
I II III

Particulars

No of Respondents
2 2 6

% of Respondents
20% 20% 60%

Flexibility Conformity with Policy Well Designed

4. What are the reasons for vacancies in your company?

No
I II II IV

Particulars

No of Respondents
2 3 1 4

% of Respondents
20% 30% 10% 40%

New Project Internal shuffling. VRS. Expansion

5. The most convenient source of the recruitment followed by your company?

No
I II III IV V

Particulars

No of Respondents
3 2 3 1 1

% of Respondents
30% 20% 30% 10% 10%

Walk inns Advertisement Consultancy Campus Recruitment Employee referrals

6. What are the pre-requisites for recruitment of junior senior position on the company?
No.
I

Particulars

Base on Qualification
352

No of Respondents 2

% of Respondents 20%

II III

Based on Experience Both

2 6

20% 60%

7. Do you consider the application of outstation candidates?

No
I II

Particulars

Yes No

No of Respondents 8 2

% of Respondents 80% 20%

8. Do you conduct any aptitude test before recruitment if any candidate fallowed by any other test?
No
I II

Particulars

Yes Cant Say

No of Respondents 9 1

No of Respondents 9 1

9. What is the processing time for closing any candidate?

No
I II III

Particulars

2 Weeks 3 Weeks 8 Weeks

No of Respondents 4 4 2

% of Respondents 40% 40% 20%

10. What is the process of recruitment or stages involved in recruitment?

No.
I II III IV

Particulars

Telephonic Interviews Personal Interviews Final H.R Round All the Above
353

No of Respondent s 1 1 1 7

% of Respondents 10% 10% 10% 70%

11. What are the ways to attract talents available in market?

No
I II II

Particulars

By offering Joining Bonus Buying their Notice Periods Other Facilities

No of Respondents 4 3 2

% of Respondents 40% 30% 20%

12. What is the ratio of select to joining?

No
I II II

Particulars

By offering Joining Bonus Buying their Notice Periods Other Facilities

No of Respondents 4 3 2

% of Respondents 40% 30% 20%

13. Do you sign any bonds while recruiting the candidates?

No
I II

Particulars

Yes No

No of Respondents 8 2

% of Respondents 80% 20%

14. Are the candidates satisfied with mode of recruitment process?

No.
I II III

Particulars

Satisfied Partly Satisfied Not Satisfied

No of Respondent s 7 2 1

No of Respondents 70% 20% 10%

354

15. What are the reasons in case of dropouts or rejections for any post even after effective recruitment procedure?
No. Particulars
No of Respondent s 4 4 2 No of Respondents 40% 40% 20%

I
II III

Better offers in other companies Higher Growth Prospectus Not Satisfactory with the role offered.

16. What influences your decision to invite a candidate for interview?

No
I II III IV

Particulars

Continuous follow of candidate. Total Job Experience. Matching Job Profile Academic Achievement

No of Respondent s 3 2 4 1

% of Respondents 30% 20% 40% 10%

17. Are the candidates satisfied with the interview process?

No.
I II III

Particulars

Satisfied Partly Satisfied Not Satisfied

No of Respondents 7 2 1

No of Respondents 70% 20% 10%

18. Head hunting does the term prevail here?

No Particulars
No of Respondents 355 % of Respondents

I II

Yes Cant Say

9 1

90% 10%

19.Does your recruitment procedure act as a benchmark in recruiters market?

No
I II

Particulars

Yes Cant Say

No of Respondents 9 1

% of Respondents 90% 10%

20. Do you think that the role of the Recruiters in your company is challenging for Sourcing effective candidates?
No.
I II III

Particulars

Yes No Definitely

No of Respondents 1 0 9

% of Respondents 10% 0% 90%

356