A PROJECT REPORT

ON

HR PRACTICES IN TRIVENI TURBINES

BY

SALONI SHARMA

(2018PUSMCMMBX06975 )

MBA II SEMESTER

(SESSION 2018-2020)

TRIVENI TURBINES LIMITED,AHMEDGARH(PUNJAB.)

Submitted to:

TIMSY KAKKAR.

FACULTY OF MANAGEMENT STUDIES

Women’s Institute for studies in development oriented Management

POORNIMA UNIVERSITY

(Jaipur, Rajasthan)
DECLARATION :

I, SALONI SHARMA, student of MBA4th Semester, studying at Poornima school of

Management &Commerce, hereby declare that To study of HR Practices IN TRIVENI
TURBINES LTD, Ahmedgarh submitted to Poornima university,Jaipur inpartial fulfillment
DegreeOfMaster Of Business Administration is the original work conducted byme.

The information and data given in the report are based on my own work and authentic to the
best of my knowledge.

This summer training report is not being submitted to any other university for award of any
other Degree, Diploma and Fellowship.

SALONI SHARMA
ACKNOWLWDGEMENT

Every project Big or small is successful largely due to the efforts of many wonderful people
who constantly give their valuable advice or lend a helping hand. We sincerely appreciate the
inspiration: support and guidance of all those people who have been instrumental in making
this project a success.

Saloni Sharma student of MBA 3rd semester feel deeply honored in expressing our sincere
thanks to Poornima University for making the resources available at right time and

providing valuable insights leading to the successful completion of our project.

I respect and thankful for this knowledge for providing me and opportunity to do the project
work in TRIVENI TURBINES LIMITED and giving me all support and guidance which made
me complete the project duly.

I owe my deep gratitude to my project guide Mr. Sarbhjot Singh(SN Gen. Manager), Mr.
Rajesh Mishra(Plant Manager)GACL, Mr. Lakhvir Singh(Dept. Plant Manager), Rahul
Sharma(shift engg), Mr. Harmandeep Singh(Elec. Engg) GACL, who took keen interst on

My project work and guided me all along, till the completion of my project work my providing

All the necessary information for developing a good system. I am extremely thankful to all

for providing such a nice support and guidance’s although all of them have busy schedule
managing the retail affairs.

I am thankful to all the faculty members for this support and guidance all through the

projects.
INDEX

TOPIC NAME Page No.

PROJECT TITLE 6

ABSTRACT 7

PROFILE OF THE COMPANY 8

OBJECTIVE OF THE STUDY 12

INTRODUCTION 16

RESEARCH METHDOLOGY 22

DATA ANALYSIS 24

LITERATURE REVIEW 25

QUESTIONNAIRE 65

CONCLUSION 68

BIBLOGRAPHY 77
Project Title

A SUMMERTRAININGPROJECT REPORT

ON

“HR PRACTICES”

At

TRIVENI TURBINES LTD,

Ahmedgarh (PUNJAB)
ABSTRACT

Abstract private sector has been driving India to a better

position in terms of economy in comparison with industrial and
agricultural sectors. Under various service service sector Areas,
the retail sector has been continuously securing good position
in terms of employment and as well as contribution to India’s
GDP. Retailing sector has been observing tremendous changes.
Retailing especially in 21st century, the need for effective
Human Resource Management Practices (HRM Practices) has
been increasing rapidly. The present study is a research based
study primarily focuses on analyzing the HRM practices and
the employees perceptions towards the satisfaction levels.
Further, the study will bring a comparative analysis on the three
select retail companies,i.e. Triveni Turbines, more and
spencer’s retail units in three selected Cities of India.
PROFILE OF COMPANY
Triveni Turbines Ltd.,Ahmedgarh(PB.)

Triveni Turbines :

Triveni Turbines is the retail initiative of the group and is central to our consumer
facing businesses. It has in a short time forged strong and enduring bonds with
millions of consumers by providing them unlimited choice, outstanding value
proposition, superior quality and unmatched experience across all it stores.

Triveni Turbines has adopted a multi-prong strategy and operates chain of

neighborhood stores, supermarkets, and wholesale cash & carry stores, specialty
stores and online stores and has democratized access to a variety of product and
services across diverse segments for Indian consumers.

Triveni Turbines has the distinction of being the largest retailer in the country.
Triveni turbine’s commitment to ‘bettering the lives’ has been embodied in its
pursuit to make a difference on social socio economic issues in India. The
initiative Has brought millions of farmers and small producers to the forefront on
the retail revolution by partnering with them for growth.

Triveni Turbines reported a turnover of RS.1,124 crores for the financial year
2017-2018. As on 31st December 2018, Triveni Turbines operates 198 stores with
the retail area of over 21 million sq. ft.

Triveni Turbines Ventures Limited, a subsidery of Triveni industries Limited is

the holding company of Triveni Turbines Limited which operates the retail
business.

Products & Services

TTloffersrobustback-pressureandcondensing
steamturbinesthatworkacrossawiderangeof
pressureandflowapplications.ForTTl,customer
relationsmeansmuchmorethanjustcompleting the contractual
commitment of supplying and commissioning the turbine. TTl stands
by its customers to make their operations reliable and providesa360-
degreeaftersalesservicessupport during the complete life cycle for all
types of industrialsteamturbines.Withadedicatedteam of highly
skilled and experienced engineers, TTl
offersawidesuiteofintegratedsolutionslike
erection&commissioning,spareparts,operations& maintenance and
refurbishing, amongothers.

Customer Segments
TTl find applications in a wide range of industries
suchassugar,steel,pulp&paper,Textiles,Chemical,palmOil,Foodprocess
ingetc.Theturbinesareused in multiple applications like Co-generation,
Combined heat & power Generation, Waste to
Energy,CaptivepowerGenerationandIndependentpowerGeneration.
Geographical Presence
Withover2500turbinesinstallationsinover
50countriesglobally,theCompanyisfast
spreading its global footprint to more countries andgeographies.

Capabilities:
TTl operates a state-of-the-art manufacturing facility at bengaluru,
India. The facility is equipped to provide complete manufacturing,
assembly, testing and refurbishing services. The facility is
equipped with state-of-the-art precision equipment and
latest softwares for seamless manufacturing of all critical
components in-house. best in class testing facilities for extensive
validation of design help to
ensureproductsexcellencethatmeeteventhemost stringent
international qualitystandards.
Thefacilitydeploysacomprehensiveenvironmental
managementsysteminaccordancewithIsO14001, laying emphasis
on health and safety of people, plant and equipment. robust and
steadily evolving research, development and engineering
capabilities hold the key to TTl’s market leadership. The customer
centric approach to r&D, along with a keenfocusonlife-
cyclecostofturbine,hasallowed TTl to set benchmarks for
efficiency, robustness anduptime.

Partnership :
GE Triveni limited (GETl), a joint venture with General Electric,
is a subsidiary company of TTl. GETl is engaged in design, supply
and service of steamturbineswithgeneratingcapacityofabove30 to
100 MW. Manufactured in state-of-the-art plant of TTl.
OBJECTIVE OF STUDY
Every task is undertaken with an objective. Without any objective a
task is rendered meaningless. The main objectives for undertaking this
project are:

 To study the recruitment and selection procedure.

 To study the various sources of recruitment.
 To identify Duties and responsibility of HR department that has
to be performed.
 To study the Challenges faced by HR department in recruitment.
 To study recent trends in Recruitment Process.
 To identify areas where there can be scope for improvement.
 To give suitable recommendation to streamline the hiring
process.
SCOPE OF STUDY

The benefit of the study for the researcher is that it helped to gain
knowledge and experience and also provided the opportunity to study
and understand the prevalent recruitment procedures.

The key points of my research study is:

i. To Understand and analyze various HR factors including

recruitment procedure at consultant.

ii. To suggest any measures/recommendations for the improvement

of the recruitment procedures.

HR Telephonic Interview Questions:

 Tell me about yourself?

 Tell me about your job profile?

 How much current CTC, you’re getting in current organization?

 How much you’re expecting from new organization?

 How much notice/time period you required if you are selected?

 Why did you want to resign from your previous job?

The HR Role in Recruitment changed and HRM:

 Decides about the design of the recruitment processes and to

decide about the split of roles and responsibilities between
Human Resources and Hiring Manager.

 Decides about the right profile of the candidate.

 Decides about the sources of candidates.

 Decides about the measures to be monitored to measure the

success of the process of recruitment.
EXECUTIVE SUMMARY

1. I opted for this particular topic named “Recruitment & Selection”

because recruitment and selection procedures have taken a dramatic
change in the industry. Human resource is responsible for giving birth
to human embalmers. The core function of an organization is
Recruitment and Selection because the organization doesn’t want to be
a bad recruiter by selecting manpower that might have the potential to
spoil the long earned goodwill or corporate image and also incur heavy
recruitment costs on them.

2. Selection on the other hand, is the process of picking individuals who

have relevant qualifications to fill jobs in an organization. The purpose
of selection is to pick up the most suitable candidate. To meet this goal,
the company obtains all the information about the applicants in terms
of age, qualifications, skills, experience, etc. The needs of the job are
matched with the profile of candidates.

4. As an intern, I realized that I was successful to gather a lot of

significant learning experiences which would be helpful in my future
career. The HR department of SECURENOW offered me ample space
and opportunities, not only to learn but also to showcase my skills as a
HR team member. I could use my theoretical knowledge of HR in real
practice.

5. I successfully completed all the assigned duties and handed them

over to the senior supervisor at the end of the internship. I thoroughly
enjoyed the challenges that came along every single day. I could also
bring some minor improvisations during my internship which were able
to leave their marks. These lessons that I have learned will be a valuable
one for my future endeavors as well. Thus, I would like to conclude
that from my project I have definitely understood that employee
recruitment & selection is the basics of an organization.
STAGES IN RECRUITMENT

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

 Numbers and

 Types of applicants to be contacted.

Organization, nearly always, plan to attract more applicants than they

will hire. Some of those contacted will be uninterested, unqualified or
both. Each time a recruitment programme is contemplated; one task is
to estimate the number of applicants necessary to fill all vacancies with
the qualified people.

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.

 Technological sophistication of recruitment and selection devices.

 Geographical distribution of labor markets comprising job seekers.

 Sources of recruitment.

 Sequencing the activities in the recruitment process.

Organization must decide whether to hire unskilled employees and
invest on training and education programmes, or they can hire skilled
labor and professional. Essentially, this is the “make” or “buy” decision.
Organizations, which hire skilled and professionals shall have to pay
more for these employees. 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: SEARCHNG:

Once a recruitment plan and strategy are worked out, the search process
can begin. 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
does 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 applications or resumes. The application
received must be screened. Those who pass have to be contacted and
invited for interview.

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. The selection process will begin after the applications have
been examined and short-listed. Application received in response to
advertisements is screened and only eligible applicants are called for
an interview. In screening, clear job specifications are invaluable. It is
both good practice and a legal necessity that applicant’s qualification
is judged on the basis of their knowledge, skills, abilities and interests

required to do the job.

Methods Of Recruitment
There are various methods of recruitment but for the sake of
simplicity, they have been categorized under two broad headings.
• Internal Recruitment

• External Recruitment

Benefit and Importance of Recruitment:

(1).Helps to create a talent pool of potential candidates for the
benefits of the organization
.(2).To increases the pool of job seeking candidates at minimum
cost.
(3).It helps to increase the success rate of selection process by
decreasing the no of visits qualified or over qualified job
applicants.
(4).Helps in identifying and preparing potential job applicants who
will be the appropriate candidature for the job.
(5).Finally it helps in increasing organization and individual
effectiveness of variousrecruiting
techniques and for all the types of job applicants.

Selection:
Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organization. Selection is much
more than just choosing the best candidate. It is an attempt to strike
a happy balance between what the applicant can and wants to do
and what the organization requires.

Importance of Selection:
Selecting the right employees is important for three main reasons:
performance, costs and legal obligations.

Performance:
Employees with right skills will do a better job for any company
 and for the owner. Employees without these requisite skills or who
are abrasive would not perform effectively and the company
performance will suffer to a great extent. So there is a time to
screen out undesirables and to choose the better and perfect
candidate that can effectively contribute to company success.

Cost:
It is important because it is costly to recruit and hire employees so
cost-benefit ratio have to be considered while hiring of employees
in order to avoid any unnecessary wastage of money and the
valuable resources .The total cost of hiring a manager could easily
be 10 times as high as once one add search fees, interviewing time,
reference checking, and travel and moving expenses.

Essentials and Prerequisites for Selection:

I. Picking individuals possessing relevant qualifications.

II. Matching job requirements with the profile of the candidates.

III. Using multiple tools and techniques to find the most suitable
candidate suitable Of achieving success on the job.

The Process of Selection:

1. Reception

2. Screening Interview

3. Application Blank

4. Selection Tests

5. Selection Interview

6. Medical Examination

7. Reference Checks
The difference between recruitment and selection:
Recruitment is identifying and encouraging prospective employees
to apply for a job and
Selection is selecting the right candidate from the pool of
applicants.

Data Collection
Data refers to a collection of organized information, usually
the results of experience, observation or experiment, or a set of
premises. This may consist of numbers, words, or images,
particularly as measurements or observations of a set of variables.

Data Sources
There are two types of data sources available to the research
processes. 1.Primarydata. 2. Secondarydata.

1. Primary Data
The primary data is collected by using primary methods such
questionnaires, interviews, observations etc. For this study
questionnaires are used to collect primary data from the employees
of the industries.
We know relatively little on a systematic basis about how or why
organizations choose to use different combinations of these
strategies, though some of the results reported in the study of
recruitment and selection and in large firms offers some pointers
that are worthy of further exploratory research, particularly among
small and medium sized organizations. Among the sample of large
employers the overall relative ranking of importance of different
skill/suitability Assessment methods was asfollows:
1. Interview
2. Work experience
3. Performance/competency test
 4. Qualifications
5. Assessment center

. Secondary Data:-
Secondary data is collected from various Journals, books,
websites, Government reports, News papers, and other research
reports.
Particulars No.ofRespondents s

Newspaper sources 45
Journals& Periodicals 10

Campus recruitment 40
Employee referral 30
Consultancies 25
Total 150

Analysis
Data analysis is very important aspect of project, as it basically
involves the analysis of all the information that we collected. Data
analysis is a body of methods that help to describe facts, detect
patterns, develop explanations and test hypothesis. After analysis
of each of the question in a questionnaire the interpretation of the
same is also being provided which includes the reason about the
particular aspect of the organization.
Human Resource Management (HRM) Practices
HRM practices are the core and thrust area of the overall management of an
organization. It is the main operational and functional tools in the hands of
the HR manager. HRM practices may refer to organizational activities
directed at managing the pool of human resources and ensuring that the
resources are employed towards the fulfillment of organizational goals
(Schuler & Jackson, 1987).Thus it may cover a vast variety of activities
related with manpower management. It also may be considered as the
strategic tools for enhancing efficiency and effectiveness of the organization
in the competitive market environment.

Schuler and Jackson (1987) defined HRM practices as a system that attracts,
develops, motivates, and retains employees to ensure the effective
implementation and the survival of the organization and its members.23
Besides, HRM practices is also conceptualized as a set of internally consistent
policies and practices designed and implemented to ensure that a firm’s
human capital contribute to the achievement of its business objectives (Delery
& Doty, 1996). In this reference, Minbaeva (2005) viewed that HRM
practices are a set of practices used by organization to manage human
resources through facilitating the development of competencies that are firm
specific, produce complex social relation and generate organization
knowledge to sustain competitive advantage. In the year 2014 Vikramjeet &
Dr Sayeeduzzafar in their research article remarked that HRM practices
relates to specific practices, formal policies, and philosophies that are
designed to attract , develop, motivate and retain employees who ensure the
effective functioning and survival of the organization. From this definition
and discussion it may observed that HRM practices refers to a set of specific
functions related with the formal policies, and philosophies of workforce
management.
 Types of Human Resource Management Practices
HRM is a people oriented process; it is quite sensitive, personalised and
context dependent. Therefore, people cannot be managed through a set of
pre-defined techniques. It implies that HRM practices may differ across
countries and also varies with organisation to organisation.

Many researches on HRM practices have been conducted from time to

time and researchers have identified different practices by different
names. Initially Preffer (1994) identified 16 practices which denote best
practice. This was later refined to the following seven practices:

1. Employment security
2. Selective hiring
3. Self-managed teams/team working
4. High compensation contingent on organizational performance
5. Extensive training
6. Reduction in status difference
7. Sharing information
In one another study, Redman and Matthews (1998) identify an
‘HRM bundle of key practices which support service organizations
quality strategies, these being:

1. Careful recruitment and selection,

2. Extensive remuneration systems,
3. Team working and flexible job design,
4. Training and learning,
5. Employee involvement,
6. Performance appraisals with links to contingent reward systems.

Buck and Watson’s (2002) indicated nine important HRM practices such as
Decentralization, Compensation, Participation, Training, Development,
Employment Security, Social Interactions, Management Style,
Communications, and Performance Appraisal.Taseema & Soeters (2006) has
studied about eight HR practices such as Recruitment and Selection Practices,
Placement Practices, Training Practices, Compensation Practices, Employee
Performance Evaluation Practices, Promotion Practices, Empowerment and
Social Security or Pension. Huselid (1995) studied eleven practices that are
Personnel Selection, Performance Appraisal, Incentive Compensation, Job
Design, Empower of Decision, Information Sharing, Attitude Assessment,
Labor Management Participation, Recruitment Efforts, Employee Training
and Promotion Criteria. However, the best suitable HRM practices for
individual organization are situational and contingent Here the researcher is
enlisting certain practices as composition of HRM practices. These are as
follows:

1. Recruitment and selection, which include;

a. Effective HRM planning

b. Modern and competitive Recruitment and Selection policy
c. Proper Induction of newly recruited employees

2.Orientation cum Training and Development

3 .Educate and flexible Compensation administration
4.Social Security and Job Security
5.Career Development Opportunities
6.Employee Job Satisfaction and Motivational programme
7.Strategic retirement and separation policy.
A Brief Profile Of Indian Power Sector
EXHIBIT: 2.1

Evaluation of Indian power Sector

1991 TO 2003 2003 ONWARDS

(Growth Era)
(Liberalization

Era)
•Electricity Act

(2003)
Legislative and

policy initiatives •National Tariff

(1991) Policy (2006)

1956 TO 1991 •Private sector

•Elimination of
(Nationalization participation in
licensing for
Stage) generation
generation

BEFORE 1956 •Fast track clearing

projects

(Introduction Stage) mechanism of  Increased

•Industrial Policy
competition
private investment
Resolution (1956) through
proposals
international
•Generation and
•Electricity competitive
Electricity (Supply) distribution of
bidding
Regulatory
Act 1948 power under state Commissions Act

ownership
(1998) for
Establishment
•engagedofin •Power losses,
establishing Central
power generation,
semi-autonomous subsidies, and State Electricity
transmission and
infrastructure
State Electricity Regulatory
distribution bottlenecks, and
Boards (SEBs) Commissions and
•Launch of Ultra resource
rationalisation of
Mega Power
constraints
Project (UMPP) tariffs

scheme

•Various schemes
Source: KPMG, Corporate Catalyst India, IFLR, Aranca
Research, 2013
The developmental phenomenon of Indian power sector represents a
paradigm shift of regulatory to deregulated environment of power generation,
transmission and distribution. Establishment of SEB’s (State Electricity
Boards) in different states for the generation, transmission and distribution of
electricity are the main focus at the initial period. Resource constraints,
subsidies and infrastructurebottlenecks, looms over Indian power scenario at
the nationalisation stage (1956 to 1991). In the liberalisation era (1991 to
2003) Indian power sector are characterise by private sector participation in
generation, and rationalisation of traffic etc. From 2003 onwards elimination
of licensing system for generation projects, launching of Ultra Mega Power
Project (UMPP) scheme, international competitive bidding,
professionalization and corporatisation of SEB’s were the visible changes in
Indian power sector.

Structure Of Indian Power

The structure and component of Indian power sector can briefly be outlined as
below:

EXHIBIT: 2.2

Indian Power sector

Public Sector Joint Venture Statutory Autonomous State Power Others

undertaking Corporation Bodies Bodies Utilities

SJVN Limited Damodar Valley Central Power SEB (State Central

NTPC Limited Corporation Ltd Research Electricity Board) Electricity

 Institute (CPRI) Authority

NHPC Limited THDC India Bhakra Beas National Power State Electricity Central

Limited Management Training Corporations Electricity

Board Institute (NPTI) Regulatory

(BBMB) Commission

Power Grid Bureau of Appellate

Corporation of India Energy Tribunal of

(PGCIL) Efficiency Electricity

(BEE)

Power Finance Private

Corporation of India Corporations

Limited (PFC)

Rural Electrification

Corporation Limited

( REC)

North-eastern

Electrical Power

Corporation Limited

( NEEPCO)

Source: Researcher’s compilations, from various Audited

Annual Reports of Ministry of Power Government of
India.However, in most of the cases the Indian Power Sector are
 dominated by State Electricity Bodies and Central Power Sector
Utilities. Very recently the private sector players gaining the
momentum in respect of operational expansion, coverage of
electricity generation, and transmission etc.

Table 2.1

All India Power Supply Position 2013-14

State Pea
Region Energy k

Requirement Availability Surplus(+)/ Demand Met Surplus(+)/

Deficit (-) Deficit (-)

(MU) (MU) (MU) (%) (MW) (MW) (MW) (%)

Northern 319885 301418 -18467 -5.8 47500 46879 -621 -1.3

Western 286752 283396 -3356 -1.2 43456 46389 2934 6.8

Southern 309840 250583 -59257 -19.1 44670 33001 -11669 -26.1

Eastern 119632 131880 12248 10.2 18257 19700 1443 7.9

North-
Eastern 12424 11024 -1400 11.3 2251 2025 -226 -10.0

All India 1048533 978301 -70232 -6.7 144225 140964 -3261 -2.3
 Source: Central Electricity Authority LGBR: 2013‐14

The above anticipated All India power supply position gives

assessment of annual deficit, based on overall monthly maximum
demand/energy requirement and maximum peak/energy availability at
national level. It indicates that the country is expected to experience
energy shortage of 6.7% and peak shortage of 2.3% in near future.

Important Features Of Indian Power

1.Equipment Shortage: Equipment shortages have been a significant reason

for India missing its capacity addition targets for the 10th five year plan.
While the shortage has been primarily in the core components of boilers,
turbines and generators, there has been lack of adequate supply of Balance
of Plant (BOP) equipment as well.

2.Financial: Rapid build up of the generation capacity is being aided by

setting up of Ultra Mega Power Projects (UMPPs) each of which is 4000 MW.
However, the execution of the Ultra Mega Power Projects (UMPP) was a
significant challenge as India has not witnessed an execution of such a large
scale power project before.

3.Land Acquisition and Environment Clearance: Land acquisition poses an

increasingly significant challenge in the Indian power sector. Power plants
and utilities face major constraints and delays regarding the availability of
land and obtaining the requisite environment and other clearances for the
projects.
4.Manpower Shortage: There is a general consensus that shortage of talent in
the construction sector was a long term problem and is likely to continue to
push project costs and risks. The flow of talent into construction and power
sector has been gradually drying up as candidates have sought an alternative
– and often more lucrative – career options. The government, which is the
biggest buyer of the capital projects, has also not done enough to address this
challenge.

HRM practices in different Power Sector Units of India

Human resource management and its practices is the integral part
of every power sector units in India. The government power sector entities
of various dimensions such as Joint Venture Corporations, Public Sector
Undertakings, Autonomous Bodies, Statuary Bodies, and State Power
Utilities are adopting human resource management practices in their
operations. The private power sector players, such as Tata Power,
Reliance Power, CESC Limited ADANI Power etc are putting more
emphasis on the human resource management practices to take strategic
advantage in their business operations.

a) National Thermal Power Corporation of India (NTPC) considered

the workforce of the organisation as a prime asset and concentrated
more on effective human resource management. NTPC has
consistently been rated as one of the best companies to work for
and best employer in India according to various surveys.
b) National Hydel Power Corporation (NHPC) designed a vibrant and
strategic HRM policy for induction, maintenance and development of
its employees. It provides congenial working environment to all its
employees and strives to ensure gender equality at all levels.
c )Power Grid Corporation of India Ltd assumes its human resource as
the most important asset and accordingly it policies was focused on
development of human potential through skill up–gradation, career
enhancement and job rotation to achieve organisational objective.
Apart from this an effective work culture has been established in the
organisation through empowerment, transparency, decentralisation,
and practice of participative management. Power GridCorporation of
India Ltd adopts a multistage recruitment and selection policy for a
balanced induction plan in the organisation.

d) Bhakra Beas and Management Board tried to satisfy and motivated

its employees through proper wages, benefits and work environment.
BBMB has given thrust to the training of its personnel for continually
improving their competencies and efficiency to support safe, reliable
and cost effective operation.

e) Power Finance Corporation of India Ltd (PFCI) has put in place an

effective human resource acquisition and maintenance policy designed
to meet the organisational needs. This is supported by effective human
resource development and training programme.

f) Rural Electrification Corporation Ltd ( RECL) of India’s manpower

acquisition policy is comprise of officer deployed by REC and the flexi
staff hired from the manpower placement agencies on contract. It
mainly focus on training and development of the staff and officers for
manpower development.

g) The HR system and policies of Tata Power are designed to unleash

the latent capability of its people by fostering a continuous learning and
performance based culture. The workforce has the opportunity to grow
and succeed and realise their true potential while delivering high
quality service. Tata power participates in campus recruitment in major
 engineering institute such as National Institute of Technology, VJTI,
Govt. Engineering Colleges, Birla Institute of Technology, NPTI, MS
University, Nirma Institute of Technology etc. Apart from campus
recruitment it also hire experienced professional from the industry at
various mid-level and senior positions.

The HR policy of Reliance Power is to encourage development of

leaders who were consistent with company’s values and culture. The
performance management system was designed to encourage those
who take initiative andinnovation. The reward system was based on
fair and objective evaluation of individual performance. It provides
career development and learning opportunities commensurate and
suited for an employee and which were aligned with the business needs.
Triveni turbines believes in equal opportunities for all and its policies
ensure that equal opportunity was provided to all regardless of race,
colour, religion, sex or disability. It tried to provide a working
environment which fosters mutual respect and trust amongst
employees which is free from any harassment. It considers work-life
balance to be one of the key motivators for employees and hence the
working hours, holiday, leave structures are designed to take care of
this aspect.

Challenges and significance of HRM practices in Indian

Power Sector

The power sector is a capital and technology intensive sector requiring

a large number of skilled manpower specially the engineers,
technicians and other skilled workers. Power project requires
specialised technical manpower during the project construction phase
as well as the operation and maintenance phase. Due to the technology
intensive nature of the business, technical and managerial competency
of human forces is critical in ensuring the timely implementation of
projects and optimum performance upon commissioning. The HRM
practices of the Indian Power Sector Units should focus on the all round
development of the existing as well as potential manpower for a better
performance. The phenomenal growth of Indian power sector
subsequently brings certain challenges on different aspect of human
resource management. Some of the key challenges were enumerated as
below
 Table 2.2
The profile of manpower shortage at supervisory staff level in hydro
power and thermal power
sectors are outlined below
Category Estimated Available Augmentation Estimated Available Augmentation

requirement required requirement required

Hydro Power Sector Thermal Power Sector

Senior Level Executive 550 330 220 1014 660 354

Middle Level
Executive 2000 1200 800 3702 2400 1302

Junior Level Executive 4300 2600 1700 7308 5040 2268

Non Executive Level 1700 1000 700 12780 8280 4500

Total 8550 5130 3420 24804 16380 8424

Source: The Working Group on Power for 11th Plan, Planning

Commission.

The table indicates that, there is a severe shortage of manpower in

thesupervisory level and in hydro and thermal power sector in India.
Table 2.3: 11thPlan Additional Manpower Requirement (in thousands)

Area Technical Non- Technical Total

Thermal 31.4 12.3 43.7

Hydro 25.3 7.1 32.5

Nuclear 3.9 1.6 5.5

Power System 202.1 60.6 262.7

Total 262.7 81.7 344.4

Source: Planning Commission Working Group on Power for 11th Plan.

The Table 2.3 categorically point out the area wise and skill wise additional
manpower requirement for the 11th plan period

For the 12th plan period the target of generation capacity is estimated
as 82,200 MW, transmission capacity of 63,000 ckt. Kms and consumers as
14 Crore. However as per the revised target of generation capacity at least
100,000 MW was to be added in the 12th plan and hence the requirement of
manpower correspondingly increases.60
Table 2.4: 12thPlan Additional Manpower Requirement (in thousands)
Area Technical Non- Technical Total

Thermal 26.9 10.0 36.9

Hydro 37.5 6.3 43.8

Nuclear 13.2 5.6 18.8

Power System 148.4 45.1 193.4

Total 226.0 67.0 293.0

Source: Planning Commission Working Group on Power for 11 th Plan.

The Table 2.4 refers that at least 2 Lakhs and 26 thousands skilled manpower
and 67 thousands technical manpower needs to be inducted in to the power

sector in the 12th plan periods. In addition to this a large numbers of highly

skilled managers will berequired in different upcoming areas such as project

management, project planning, project monitoring and project finance etc.

Apart from this many more new challenges such as attracting fresh talent,
development of existing human resource, building managerial competencies
etc are influencing the human resource management aspect of power sector
industries in India. This phenomenon is not welcoming and may resist in the
progress of power industries in desired tune. Therefore an urgent
requirement are arises to study the various pros and cons of the human
resource management aspect of the power sector industries in India.
ABOUT THE STUDY
A research has its own importance in any business organization. It is a systematic
and scientific investigation of any idea either precise or abstract from continuous
basis of learning. As we know in present times, the modern world is progressing at
a very high pace. Due to high competition and increased expectations, every
organization needs effective recruitment and selection process. By these study new
segments of recruitment and selection has been discovered. This project would be
significant for researcher because this is the opportunity for putting theoretical
knowledge into practical application. This project would be significant for the
readers as it is providing them knowledge about recruitment and selection process.

Edwin B. Flippo defined Recruitment as “The process of searching for prospective

employees and stimulate them to apply for jobs in the organization.” Recruitment is
a ‘linking function’- joining together those with jobs to fill and those seeking jobs.
It is a ‘joining process’ in that it tries to bring together job seekers and employer
with a view to encourage the former to apply for a job. In order to attract people for
the jobs, the organization must communicate the position in such a way that job
seekers respond. To be cost effective, the recruitment process should attract qualified
applicants and provide enough information for unqualified persons to self-select
themselves out. Recruitment is distinct from Employment and Selection.
Technically speaking, the function of recruitment precedes the selection function
and it includes only finding developing the sources of prospective employees and
attracting them to apply for jobs in an organization, whereas the selection is the
process of finding out the most suitable candidate to the job out of the candidates
attracted.

ABOUT THE INDUSTRY

INSURANCE INDUSTRY IN INDIA

The Insurance Industry of India consists of 53 Insurance companies of

which 24 are in Life Insurance business and 29 are non-life insurers. Among
the life insurers, Life Insurance Corporation (LIC) is the sole public sector
company. Apart from that, among the non-life insurers there are six public
sector insurers. In addition to these, there is sole national re -insurer,
namely, General Insurance Corporation of India (GIC Re). Other
stakeholders in Indian Insurance market include agents (i ndividual and
corporate), brokers, surveyors and third party administrations servicing
health insurance claims.

Out of 29 non-life insurance companies, five private sector insurers are

registered to underwrite policies exclusively in health, personal accid ent
and travel insurance segments. They are Star Health and Allied Insurance
Company Ltd, Apollo Munich Health Insurance Company Ltd, Max Bupa
Insurance Company Ltd, Religare Health Insurance Company Ltd Cigna
TTK Health Insurance Company Ltd. There are two more specialized
insurers belonging to public sector, namely Export Credit Guarantee
Corporation of India of Credit Insurance and Agriculture Insurance
Company Ltd for crop insurance. Insurance industry plays a vital role in the
Indian market. There are altogether 53 insurance companies that are serving
both life insurance and general insurance products to the customers
countrywide. After knowing that the number of insurers available in India
is very large, let’s check the Indian insurance market size.
MARKET SIZE

The life insurance sector recorded a new premium income of Rs. 1.38
trillion in a year, i.e April 2015 t March 2016. This indicated a dramatic
growth rate of 22.5% in the premium income, whereas the general insurance
sector centered on two-wheeler insurance policy(particularly) recorded a
12% of growth by receiving a premium income of Rs. 105.25 billion during
the year, i.e April 2016 to March 2017. The life insurance sector offers
about 360 million policies, which count offers about 360 million p olicies,
which count to be the largest in the world. Still, it is expected to cross
compound annual growth rate of 12 to 15% in the next 5 years. It is expected
that the Indian insurance market will quadruple in size over the next 10
years and the life insurance sector is expected to collect more than US $160
billion. There are a lot of opportunities in the general insurance business in
the Indian market accounts for more than Rs.70,000 Crore premiums yearly,
and it is growing at a positive rate of 17% every year.Despite being the
second highly populous country in the world, Indian insurance market
accounts for less than 1.5% of the world’s total premium.

RECENT TRENDS IN RECRUITMENT

Outsourcing

Under this arrangement company may draw the required personnel from the
outsourcing firms or agencies or commission basis rather than offering them
employment. This is also called leasing of human resources. The outsourcing firms
develop their human resource pools by employing people for them and make
available the personnel to various companies (called clients) as per their needs. The
outsourcing firms get payment for their services to their clients and give salary
directly to the personnel. The personnel deputed by the outsourcing agencies with
the clients are not the employees of the clients. They continue to be on the payroll
of their employees, that is, the outsourcing agencies.

Poaching or Raiding
Poaching means employing a competent and experienced person already working in
another reputed company, which might be a rival in the industry. A company can
attract talent from another firm by offering attractive pay packages and other terms
and conditions.

Whatever may be the means used to raid rival firms for potential candidates, it I
often seen s an unethical practice and not openly talked about. In fact, raiding has
become a challenge for human resource managers of modern organization.

Website or e-Recruitment
Many big organizations use Internet as a source of recruitment. They advertise the
job vacancies through the worldwide web (www). The job seekers send their
applications or

Curriculum Vitae that is, CV; through e-mail using Internet, which can be drawn by
the prospective employer depending upon their requirements.

Limitation of the study:

The study is subjected to the following limitations

 The study is based on the data provided by the company statements so, the
limitations of the company’s employees remaining are equally applicable.
 In some cases data is collected from the companies past records and
observations..

Questionnaire on Recruitment Process

 Name –
 Company’s name –
 Designation –
  Date-
 Note – Please fill the appropriate option.

Question 1: What form of interview did you prefer? ( )

a. Personal interviews b. telephonic interviews c. video conferencing

d. Other

Question 2: What source you adopt to source candidates? (

)

a. Candidate referral b. advertising c. Job portals

Question 3: How many stages are involved in selecting the candidate? / How
many Question you are asking during the Telephonic interview round? (
)

a. 1 b. 2 c. 3 d. 4 e. More

Question 4: How do you track the source of candidate?

a. Software b. Online c. Data

Question 5: Does the organization clearly define the position objectives,

requirements and candidate specifications in the recruitment process? (
)

a. Yes b. No

Question 6: What is the average time spent by executives during recruitment

(each candidate)? ( )

a. 1 mins to 5 mins. b. 5 to 10 mins.

 c. 10 to 15mins. d. More

Question 7: Do you follow different recruitment process for different grades

of employees? ( )

a. No b. Yes

Question 8: What are the basic questions you ask to the candidate?

a. Experience (Total/Relevant)

b. Current CTC/Expected CTC

c. Job Profile

d. Notice period

e. All the Above

Question 9: Do you have any system to calculate cost per recruitment? (

)

a. No. b. Yes, please specify –

Question 10: Is there any provision for evaluation and control of recruitment
process? ( )

a. Yes b. No

Question 11: Is there any facility for absorbing the trainees in your
organization? ( )

a. Yes b. No
CONCLUSIONS

 This presents the summary of the study done in relation to the

Recruitment and Selection in Secure Now. The conclusion is drawn from
the objective study & my observations of the company regarding the
Recruitment and Selection process.
 Polices adopted by Secure Now are transparent, legal and scientific.

 The source of recruitment in the organization is totally based on both

the factors i.e. internal and external but preferably & majorly external for
the BAND 5 hiring.
 Secure Now completely checks and thoroughly go through candidates
background check before on boarding.
 The selection process is totally based on skills, communication and
technical qualities which is very well tested for candidates. The formal
interview is conducted by the HR manager.
 The recruitment should not be lengthy.

 To some extent a clear picture of the required candidate should be

made in order to search for appropriate candidates.

 Most of the employees were satisfied but changes are required

according to the changing scenario as recruitment process has a great
impact on the working of the company as a fresh blood, new idea enters
in the company and candidate’s interview experience will also be
improved.
WEBLIOGRAPHY

 https://securenow.in/
 http://recruitment.naukrihub.com/meaning-of-recruitment.html
 http://en.wikipedia.org/wiki/Recruitment
 http://www.finsmes.com/2017/02/a-brief-on-the-indian-insurance-
industry-2016-17.html
 https://www.google.co.in/
 www.hrprocess.co.in/selectionprocess
 www.citehr.com
 http://findarticles.com/articles/selectionprocess

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BIBLIOGRAPHY

 C.B Mamoria and S.V. Gankar (2004), Personal Management Text

and Cases. Himalaya Publication.
 Personnel and Human Resource Management – P. Subba Rao,
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 K.Aswathappa- Human Resource And Personnel Management

 Pearson Edition 9TH Edition V.S.P. Rao

 P.Subba Rao - Personnel / Human Resource Management

Thank
you