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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

NEWTONS INSTITUTE OF ENGINEERING (Affiliated to JNTU Kakinada) Alugurajupally, Koppunuru Post, Macherla (Mandal), Guntur (Dist), Andhra Pradesh Pin: 522426

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 PROJECT GUIDE

B.KARUNAKARA REDDY HEAD OF THE DEPARTMENT

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

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 Date: 08-05-2010

S. RAVI SHANKAR

Chapter-1 Introduction

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 wellmotivated 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.

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 discover 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.

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.

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 companys values

FACTORS GOVERNING RECRUITMENT Internal Factors: Recruiting policy of the organization Employers Brand Companys pay package Quality of work life Organizational culture Career planning and growth Geographical spread of the companys 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 Companys 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.

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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. 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

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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. 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.

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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.

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.
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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. External Environment

Internal Environment

Preliminary Interview

Selection Tests
Rejected Application

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract
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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:

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(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.

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.
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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 individuals 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, 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 candidates 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 applicants 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.
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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

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,
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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.

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.

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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 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 applicants performance. But, the problem with this reference is the tendency on the part of the previous employers to over rate the applicants 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.
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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.

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 employers 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

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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 employees first job upon joining the company is to o on company until perhaps a week 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.

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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. 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)
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Special terms relating to rights to patent and design, confidential information and restraints on trade after termination of employment.

Employers 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 companys 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.

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
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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.

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Chapter-2 Research Methodology

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.

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To study the impact of recruitment and selection on employees 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.

SECONDARY SOURCE The secondary data was collected by consulting the management for getting information from previous records and companys website and referred text books and journals in library.

DATA COLLECTION TOOLS

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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.

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Chapter-3 Industry Profile

INDUSTRY PROFILE

OVERVIEW OF POWER SECTOR

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INTRODUCTION An economys 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 fastgrowing 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. 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
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in poverty -- four times higher. For example, Americans make up less than 5 % of the worlds population yet consume 26 % of the worlds 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 worlds 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 Indiathe fastest growing non-OECD economieswill be key contributors to world energy consumption in the future. Over the past decades, their energy consumption as a share of total world energy use has increased significantly. In 1980, China and India together accounted for less than 8 % of the worlds 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
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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 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.

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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.

WEAKNESSES AND THREATS TO POWER SECTOR:


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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

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

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Chapter-4 Company Profile

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COMPANY PROFILE
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 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. 2. 3. Lahari Power & Steels Limited South Asian Agro Industries Limited MSM Energy Limited on 20th November 1997 This Power Station has to work as base loan station and supply energy in the

Lahari, SAAIL and MSM have become wholly owned subsidiaries on November 26, 2005, November 21, 2005 and November 23, 2005 respectively.

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KEY DEVELOPMENTS

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

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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

Organizational structure

Managing director Executive director

Procureme nt & Input

Production & operations manager

Plant maintenanc e

Human resource manager

C.F.O

Purchas

Stores

Labour welfare office

Medical office Canteen

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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

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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.

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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 May2008. 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 Europes 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

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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 March2010. 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.
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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 April2010. 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 March2010. 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 inprinciple approval for the biomass power project. The project is under active implementation.

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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 inprinciple 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 inprinciple 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 inprinciple 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 inprinciple 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 inprinciple 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.

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Recruitment and Selection Process In Suryachakra Power Corporation Ltd

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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.

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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.

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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 persons 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

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DATA ANALYSIS AND INTERPRETATION

1) Do you agree that the Recruitment procedure in Suryachakra Power Corporation Ltd is highly appreciable and satisfactory?

Opinion No. of respondents Percentage

Strongly agree 6 12%

Agree 40 80%

Disagree 4 8%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree

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 Percentage

10 20%

30 60%

10 20%

70% 60% 50% 40% 30% 20% 10% 0%

y r l a S

e g a m I

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

M t m e g n a y n e c i f E

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3) Does the recruitment and selection procedure affect the performance of the employee productivity and labour turnover?

Opinion No. of respondents Percentage

Yes 40 80%

No 10 20%

100% 80% 60% 40% 20% 0%


s e Y o N

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 No. of respondents Percentage

Yes 35 70%

No 15 30%

80% 70% 60% 50% 40% 30% 20% 10% 0%


s e Y 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. o N

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5) Do you agree that the recruiting candidates through internal source are beneficial to the organization or not? Opinion No. of respondents Percentage Strongly agree 9 18% Agree 36 72% Disagree 5 10%

80% 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree

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.

6) Do you agree that organization has a very transparent, clear recruitment policy & procedure?
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Opinion No. of respondents Percentage

Strongly agree 11 22%

Agree 30 60%

Disagree 9 18%

70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree

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.

7) Do you agree that the selection process adopted in the company ensure selection of right candidates for the right job?
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Opinion No. of respondents Percentage

Strongly agree 10 20%

Agree 37 74%

Disagree 3 6%

80% 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree

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.

8) What is the best method to improve data bank for recruitment process in Suryachakra Power Corporation Ltd?
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Opinion No. of respondents Percentage

Advertisement 15 30%

Consultancy 7 14%

Reference 28 56%

60% 50% 40% 30% 20% 10% 0%

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.

9) On what basis the selection can be made in your company. Opinion Qualification Previous Multi skills Reference
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experience No. of respondents Percentage 22% 24% 8% 46% 11 12 4 23

percentage 50% 40% 30% 20% 10% 0%

s u o i v e r P E c n i r e p x

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.

10) Which type of interview method Does Company usually follows?

Opinion

n o t c f i l a u Q

Structured Interview

s k S i t l u M

c n r f e R

Unstructured interview
80

No. of respondents Percentage

10 20%

40 80%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

d e c u r t S 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. 11) Do you agree that whether different selection process is required while selecting the candidates for different positions?
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d e c r u t s n U

Opinion No. of respondents Percentage

Strongly agree 37 74%

Agree 8 16%

Agree 5 10%

80% 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree

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.

12) Does the reference provide by candidates are verified?

Opinion No. of respondents

Yes 42

No 8
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Percentage

84%

16%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% s e Y o N

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.

13) Is it possible to see oneself in a desired position in their respective department?

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Opinion No. of respondents Percentage

Yes 37 74%

No 13 26%

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

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

14) Is the company able to provide opportunities to utilize employee skills at full on the job?

Opinion

Yes

No
84

No. of respondents Percentage

36 72%

14 28%

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

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.

15) Is there any bias in the selection of employees in your company?

Opinion

Yes

No
85

No. of respondents Percentage

10 20%

40 80%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

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.

16) Is the training programme essential after selection?

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Opinion No. of respondents Percentage

Yes 32 64%

No 18 36%

70% 60% 50% 40% 30% 20% 10% 0% YES NO

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.

17) How do you rate the friendliness of interviewer during the recruitment?

Opinion

Excellent

Good

Satisfied

Poor
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No. of respondents Percentage

25

20

-----

10%

50%

40%

------

60% 50% 40% 30% 20% 10% 0% Excellent Good Satisf ied Poor

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.

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Chapter-6 Findings, Conclusion and Suggestions

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.
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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. 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.
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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.

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Annexure-1

QUESTIONNAIRE
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RECRUITMENT AND CORPORATION LTD.

SELECTION

PROCESS

IN SURYACHAKRA

POWER

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 3. Management efficiency 2. Image 4. Others

3) Does the recruitment and selection procedure affect the performance of the employee productivity and labour turnover?

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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. Multi skills 2. Previous Experience 4. Reference

10). What type of interview method does the company follows?

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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

17) How do you rate the friendliness of interviewer during the recruitment?

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1. Excellent 3. Good

2. Satisfied 4. Poor

Date

Signature of employee

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Annexure-2

JOB ANALYSIS FORM:


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Job Title . Date .. Department 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.. Job knowledge : (a) General
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Location .. Analyst.

(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.

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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

INTERVIEW CALL LETTER


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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.ata.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

APPLICATION FORM FOR EMPLOYMENT

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CONFIDENTIAL:

Reference (including advt. ref. if any)

Position Applied for

Time for Joining


PHOTO OF RECENT

PERSONAL DETAILS: Name: ( in Block letters as registered in school certificate)

(First Name)

(Middle Name)

(Last Name)

Present Address:

Permanent Address

Tel. Res. Tel. Off. Date of Birth Age E-mail (Personal) Place of Birth

Mob.

State

Martial Status: Married/ Single

Children: Male Female

of age of age
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EDUCATION: Details of all examination passed from matriculation or equivalent onwards Exam/Degree/ Diploma/ Certificate College/ University School/ Year of Passing Branch of Study Electives/ Class/ Grade/ Division Regular/Part Time/ Correspondence

Specialization & % of Subjects marks

State reasons for gaps in studies, if any: Academic Achievements: PROJECT WORK/PUBLICATION/THESIS Organization Details From To

WORK EXPERIENCE: Present/ Last Job Organization Address Period of Employment From: To:
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Nature of Business Telephone Current Position/ Position held Sales Turnover of the organization Sales Turnover of your unit No. of employees in the Dept. you work No.of -Non-Executive No. of Direct report: No. of Executives No. of Non-Executive No. of employees in the orgn. No. of employees in your unit No. of Executive

List your 3 core competencies 1. 2. 3. 1. 2. 3.

List 3 Key Achievements in your career

Please draw a brief organization chart of your dept./ Division and outline your responsibilities (Attach sheets giving details if required) Organisation Chart: Current Responsibilities

Previous Employment Details: (Start from recent employment) Name the organizati on of Period From To Position Joined Position Last Held Brief description Last drawn

of responsibilities

Gross salary Per month

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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.

C. Other Terminal Benefit p.a. Pf Superannuation Gratuity Total p.a.

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D. Gross p.a.

(Total of A, B & C)

E. Other perk not included in Gross

Due date of next increment: GENERAL Language Known Language Read

Any other information relating to the abov

Write

Speak

1. Have you any relative working in BHEL? If yes please give details : Name Designation Unit

Yes/No Relationship / Department

2. Have you earlier applied for any position in any of our factories/ Offices? Yes/No
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3. Is your spouse e employed? 4. Have you any locational constraints? If yes, please give details/ reasons 5. 6. 7. 8. Can you undertake frequent t travels: Extra Curricular Activities: Interests/Hobbies:

Yes/No Yes/No

Yes/No

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

We thank you for information and assure you that this will be kept in strict Confidence.

INTRVIEW ASSESSMENT FORM Interviewees Name Date 2010


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Post Applied For 1. ASSESSMENT FACTORS Appearance Technical Knowledge General Knowledge Experience Communications Skills Innovative Thinking& Logic Growth Potential Decision Making Leadership Skills Maturity Interest/Cultural background A=Very Good B=Good 2.

Venue 3. RATING REMARKS

C=Average

D=Below Average

Overall strong points

Overall weak points

Written Test/Remarks

Reason for leaving Remuneration Expected

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Suitable for any other Deptt./job Comments, if any

Selected

NotSelected

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: 109

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. Rs. __________ p.m. : Rs. __________ p.m.

House Rent Allowance : Local Travelling Expenses

You shall also be entitled to benefits like Bonus, Gratuity, PF, ESI & L.T.C as per rules of the company.

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): 110

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 Companys medical officer. b) The employment will be liable to be terminated on either by giving one months 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.

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

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I have clearly understood the terms and conditions mentioned in this letter of appointment and I hereby accept the same.

NAME

SIGNATURE

DATE

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.

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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 months 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:

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, 113

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 DATE

SIGNATURE

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 :

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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 months basic salary per completed year of service. Your first entitlement for LTC will be on completion of 12 months service with the Company. 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 months basic salary or one months notice. Likewise you would be free to leave the services of thew company by giving one months 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. 115

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

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 Department. My present address is Telephone No. And my Date of Birth is you.
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in

. Any change in my address will be intimated to

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.

Annexure-3

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REFERENCES

DATABASE: CEA Central Electricity Authority India Indiaenergyportal.org Ministry of Power

WEBSITES:

www.energywatch.org.in

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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,9 th edition, Tata McGraw hill publishing company, New Delhi. P.Subba Rao 2010, PERSONAL MANAGEMENT, 26th edition, Himalaya Publishing house, Mumbai.

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