Recruitment and Selection Project

SUMMER TRAINING REPORT ON RECRUITMENT AND SELECTION PROCEDURE IN HAVELLS INDIA LTD

SUBMITTED TO BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES [ AFFILIATED TO GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI]

IN PARTIAL FULLFILLMENT OF BACHELOR OF BUSINESS ADMINISTRATION( BBA )-2010-2013 FIFTH SEMESTER SUBMITTED BY POOJA ARORA ROLL NO- 00911401710

UNDER THE SUPERVISION OF MR. G.T.V.L.N. CHARYULU

BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES

SHAKARPUR , DELHI

SELF DECLARATION OF STUDENT This project is submitted as partial fulfillment of the requirement of Bachelor of Business Administration of Bhai Parmand Institute of business studies affiliated to Guru Gobind Singh Indraprastha university, Delhi under the guidance of Mr. G.T.V.L.N CHARYULU , faculty member, BPIBS, Shakarpur Delhi-110092. I here by declare that present project report on “RECRUITMENT AND SELECTION PROCEDURE OF HAVELLS INDIA LTD” and Is partially original and a bona fide work done by me and wherever the matter has been replicated with or without modification the same has been specifically mentioned with the reasons for its usage.

DATE

POOJA ARORA ROLL NO – 00911401710 BBA ( V SEM ) BPIBS, DELHI

BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES

SHAKARPUR , DELHI

CERTIFICATE FROM PROJECT GUIDE This is to certify that Ms. Pooja Arora, BBA student at BPIBS, shakarpur Delhi -110092 has undertaken the research work

under my guidance and supervision. The matter

embodied in this project work has not been submitted earlier for the award of any degree or diploma to the best of my knowledge and belief. Further, wherever such a case it has been clearly mentioned and reasoned.

MR. G.T.V.L.N CHARYULU FACULTY MEMBER ( FINANCE DEPARTMENT ) BPIBS, DELHI – 92 DATE

BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES SHAKARPUR , DELHI

PREFACE In our three years degree program of BBA of there’s provision for doing summer training after iv semester.The essential purpose of this project is to given an exposure and detailed outlook to the student of the practical conceptings, which they are already studied research. For this purpose , I was assigned the project for the “RECRUITMENT AND SELECTION” in Havells India ltd. It is the matter of great privilege to get training from Havells India ltd., one of the largest organization of this kind. The project lasted for a period of eight weeks; it was informative, interesting and inspiring. I hope this project will provide an experiment outlook to the dynamic functioning in the HR department in the company.

ACKNOWLEDGEMENT “Such Thanks I give As near death to those that whish him Live” Shakespeare

A formal statement of acknowledgement will hardly meet the ends of justice in the matter of expressing my deep sense of gratitude and obligation to all those who helped me in the completion of this project report. The past six weeks working on this project under the guidance of my Project Leader and Guide has greatly influenced my way of thinking towards facing the challenges during day-to-day development of this project. This will me a lot in future. I am especially indebted to my Project Guide, Mr. G.T.V.L.N CHARYULU without whose precious time & expert guidance, the project would not have taken the current shape. I am also thankful to Mr. Pallav Kaushik. His guidance and in depth knowledge of Human Resource

concepts have boosted my confidence to complete this project

successfully. He made the intricacies of the existing project clear to me. He deserves special thanks for his technical guidance throughout the project He was highly supportive to develop this project. Last but not the least I would also like to express my gratitude to Havells employees and all my friends who helped me a lot throughout this project.

Executive Summary The project titled “RECRUITMENT AND SELECTION” Undertaken in Havells India LTD. The purpose of choosing this topic is to know about recruitment and selection procedure as it is important part of every organisation. Recruitment highlights each applicant’s skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate.

Chapter 1 – It deals with the objective of this report and also the process of data collection and research methodology. Chapter 2 - It deals with the review of literature of recruitment and selection process. Chapter 3 - It deals with the Industry profile of Havells India ltd. Chapter 4 - It deals with history of Havells India ltd. Its vision, mission, objectives, milestones, products etc. Chapter 5 – It deals with data analysis and interpretation of my whole project report. Chapter 6 – It deals with conclusion, recommendation, limitation and bibliography of project report.

TABLE OF CONTENT Contents

Page NO.

SELF DECLARARTION OF STUDENT

i

CERTIFICATE FROM PROJECT GUIDE

ii

CERTIFICATE FROM COMPANY

iii

PREFACE

iv

ACKNOWLEGEMENT

v

EXECUTIVE SUMMARY

vi

 CHAPTER 1:

1-7

INTRODUCTION 1.1 OBJECTIVE OF STUDY

3

1.2 SCOPE OF THE STUDY

4

1.3 RESEARCH METHODOLOGY

5

1.4 SAMPLING METHODS AND TECHNIQUES

6

1.5 SOURCES OF DATA COLLECTION

7

 CHAPTER 2: REVIEW OF LITERATURE

2.1 MANPOWER PLANNING

8-28 8-10

2.2 RECRUITMENT

11-20

2.3 SELECTION

21-27

2.4 ISSUES IN RECRUITMENT AND SELECTION  CHAPTER 3 : INDUSTRY PROFILE

3.1 ORGANISATION 3.2 GENERATION 3.3 HISTORY  CHAPTER 4: COMPANY PROFILE

4.1 INTRODUCTION OF THE COMPANY

28 29-33 29-30 31 31-33 34-51 34-38

4.2 PROMOTERS

38-39

4.3 MILESTONE

40-44

4.4 WORK CULTURE

44-46

4.5 QUALITY CULTURE

46-48

4.6 MAJOR CLIENTS

48-49

4.7 RESEARCH AND DEVELOPMENT

50

4.8 SAFETY MATTERS

50-51

 CHAPTER 5: DATA ANALYSIS & INTERPRETATION

52-68

 CHAPTER 6: CONCLUSION & RECOMMENDATIONS

69-74

6.1 FINDINGS

70

6.2 SUGGESTIONS

71

6.3 CHALLENGES FACED BY HR DEPARTMENT

72

6.4 LIMITATION OF STUDY

73

6.5 CONCLUSION

74

ANNEXURES

vii

PERFORMANCE APPRAISAL

viii

ATTENDANCE SHEET

ix

EVALUATION SHEET

x

BIBLIOGRAPHY

xi

CHAPTER - 1 INTRODUCTION

Introduction According to ARTHUR LEWIS: Human Resource is a basic need of any work to be done. “There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference

in human behaviors” The project report is all about recruitment and selection procedure that’s important part of every organization. Recruitment highlights each applicant’s skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate. It is said if right person is appointed at right place the half work has been done. In this project I have tried to cover all the important point that should be kept in mind while recruitment and selection process and have conducted a research study through a questionnaire that I got it filled with all the HR managers of Havells India ltd. and tried to find out which methods and various other information related to recruitment and selection and tries to come to a conclusion at what time mostly the manpower planning is don‟t , what the various method used for recruiting the candidates and on what basic the selections is done. Havells has a well-articulated equal opportunity policy, which lays strong emphasis con hiring of individuals irrespective of age, race, caste or gender. As a best practice in recruitment.

1.1

Objective of study

The objective of my study is to understand and critically analysis the recruitment and selection procedure of Havells India ltd. 1. To know the prospect or recruitment and selection procedure. 2. To critically analyse the functioning of recruitment and selection procedures.

3. To identify the probable areas of improvement to make recruitment and selection procedure and more effective. 4. To know the managerial satisfaction level about recruitment and selection procedure. 5. To search or headhunt people whose skill fits into the company value.

1.2

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 and selection procedure. The key point of research study are :-

1. To study about the Havells India ltd.

2. To understand and analyse various HR factors including recruitment and selection at Havells India ltd. 3. To suggest any measures/recommendations for the improvement of the recruitment procedure.

1.3

RESEARCH METHODOLOGY

A research design is the specification of methods and procedure for acquiring the information needed to structure or to solve problems. It is the overall operation pattern or framework of the project that stipulates what information is to be collected from which source, and be what procedures.

“A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine Relevance to the research purpose with economy in procedure”.

Kind of Research The research done by

Exploratory research: This kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action.

Sample Design A complete interaction and enumeration of all the employees of Havells India Ltd. was not possible so a sample was chosen that consisted of 30 employees.

1.4

Sampling methods and techniques

Judgment sample Judgment sample is a type of nonrandom sample, which is selected based on the opinion of an expert. Results obtained from a judgment sample are subject to some degree of bias,

due to the frame and population not being identical. The frame is a list of all the units, items, people, etc. that define the population to be studied.

Convenience sampling Accidental sampling (sometimes known as grab, convenience sampling or opportunity sampling) is a type of non probability sampling which involves the sample being drawn from that part of the population which is close to hand. That is, a sample population selected because it is readily available and convenient. The researcher using such a sample cannot scientifically make generalizations about the total population from this sample because it would not be representative enough.

Tools and Techniques 

Percentage analysis is used to study the data collected.

% of Responses = no. of responses

* 100

total no. of respondents 

Graphical analysis is also used to study the data.

1.5

Data Collection

The data for the survey will be conducted from both Primaries as well as Secondary sources.

Primary Data: Using personal interview technique the survey the data will collect by using questionnaire. The primary data collection for his purpose is supposed to be done by judgment sampling conversation sampling. Questionnaire has been formatted with both open and close structure questions.

Secondary Data: 

By going through various records.



By going through the magazine of the bank.

CHAPTER - 2 REVIEW

OF

LITERATURE

REVIEW OF RECRUITMENT AND SELECTION Most employers recognise the fact that their staff are their greatest asset, and the right recruitment and induction processes are vital in ensuring that the new employee becomes effective in the shortest time. The success of an organisation depends on having the right number of staff, with the right skills and abilities. Organisations may have a dedicated personnel/human resource function overseeing this process or they may devolve these responsibilities to line managers and supervisors. Many people may be involved, and all should be aware of the principles of good practice. Even it is essential to involve others in the task of recruitment and induction.

2.1

MANPOWER PLANNING

Manpower planning means different things to different organizations. To some company’s manpower planning means management development to others. It means estimating manpower needs, while some other may define manpower planning as organization planning. Although the term, “manpower planning” can be defined, ‘as the process by which an organization ensures that it has the right number of people and the right kind of people at the right places, at the time doing things for which they are economically most useful’.

Manpower Planning Involves: Manpower planning is a continuous process. In operational terms it involves the analysis of the current and future manpower resources terms and requirement to ensure that such needs and resources are always kept in proper balance, both in terms of quantity.

2.1.1

Need for Manpower Planning:-

All said and done, it cannot be define that the quality of manpower can be responsible for significant difference in the short and long run performance among companies. As Ralph Besse once said, “There is nothing we can do about performance of past management or the qualification of today’s management but tomorrow’s management can be as good as today’s manager care to make it.”

Herber H Mayer has emphasized the importance of human assets and their utilization as under: “The efficient utilization of human resources may very well be the most important determiner of success in the business world in the coming decade. I think that the companies that prosper in the future will be those that do the best job in fully utilizing their human resources.” All organizations are basically human organizations. They need people to carry out the organizational mission, goals and objectives. Every organization needs to recruit people .The recruitment policy should, therefore, address itself to the key question; what are the personnel/human resource requirement of the organization in terms of number, skills, levels etc to meet present and future needs of production and technical and other changes planned or anticipated in the next years.

2.1.2

MEANING OF MANPOWER PLANNING

Higher education is a human resource intensive enterprise. It is not surprising, then, that recruitment and selection of staff should be a very high priority in most if not all units and divisions of student affairs. Recruitment and selection should include procedures directed to analyze the need and purpose of a position, the culture of the institution, and ultimately to select and hire the person that best fits the position. Recruitment and selection policy should, then, be directed toward the following objectives:  Hire the right person.  Conduct a wide and extensive search of the potential position candidates.  Recruit staff members who are compatible with the college or university  environment and culture.  Hire individuals by using a model that focuses on student learning and education of the whole person.  Place individuals in positions with responsibilities that will enhance their personal development

2.2

Recruitment

Recruiters need to keep abreast of changes in the labour market to ensure that their recruitment efforts are not wasted or directed at too small a pool of labour. Skill shortages may occur unexpectedly and recruitment and training processes need to be kept flexible. It is a good idea for any organisation to plan its labour force requirements, matching available supply against forecast demand. A skills audit of existing staff will increase knowledge of the skills the organisation has available and those which are lacking, and thus help pinpoint areas for future development. A human resource plan need not be highly complicated. A straightforward plan will help organisations to:  assess future recruitment needs  formulate training programmes  develop promotion and career development policies  anticipate and, where possible, avoid redundancies  develop a flexible workforce to meet changing requirements  control staff costs whilst ensuring salaries remain competitive  assess future requirements for capital equipment, technology and premises. Management is responsible for producing the human resource plan, senior management for supporting it. Implementation is likely to be most effective if it carries the support of the workforce, normally achieved through consultation with trade union or other employee representatives.

2.2.1

Factors Affecting Recruitment

In recruting new employees management must consider the nature of labor market, what sort of potential labor are available and how do look for works. The factor affecting can be summed up under the following heads: 

Labor Market Boundaries:- The knowledge of the boundaries help management in estimating the available supply of qualified personnel form, which

it might recruit. A labor market consists of a geographical area in which the forces of demand and supply interact and thus affect the price of labor. 

Available Skills:- Companies must locate the areas where they can find employees who fit the jobs according to their skills.



Economic Condition:– Economic conditions also affect recruitment. Unemployment worker may swamp a new plan located in a depressed labor market whereas a firm trying to establish it or to expand in an area where a few qualified workers are out of wok has quite a different recruitment problem.



Attractiveness of the Company: –The attractiveness of the company in terms of higher wages, clean work, better fringe benefits and rapid promotions serves as influencing factor in recruitment.

2.2.2

Importance of Recruitment

Recruiting people who are wrong for the organisation can lead to increased labour turnover, increased costs for the organisation, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organisations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. This booklet describes the main features of such systems, and other related issues. Systems should be: •

efficient - cost effective in methods and sources

•

effective - producing enough suitable candidates without excess and ensuring the

•

identification of the best fitted for the job and the organisation

•

fair - ensuring that right through the process decisions are made on merit.

2.2.3

PROCESS OF RECRUITMENT

Figure # 1 Recruitment process

Recruitment Process A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as: •

has the function changed?

•

have work patterns, new technology or new products altered the job?

•

are there any changes anticipated which will require different, more flexible

skills from the jobholder ? Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organisation or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Recruitment begins by specifying the human resource recruitment, initiating activities and action to identify the possible sources form where they can be met, communicating the information about the jobs, terms and conditions and prospects they offer, and enthuse the people who meet the recruitment to respond to the invitation by applying for jobs. Thereafter the selection process begins. The process is as follows:

Decide on how many people you really need:If everything is being done to improve performance and still there is a gap between what the current performance is and the goals set, then the best way is to recruit more people.

Analyzing the job:Analyzing the job is the process of assembling and studying information relating to all aspects of a particular post. Analysis is done to find possible details about:



Purpose: Identify the aims and objectives of job and what the employee is expected to achieve within department and company. 

Position: The job title, its position in the hierarchy and for whom it is

responsible ought to be recorded. A sample organization chart may be useful for this purpose. 

Main Duties: A list of key tasks may be written out; standards that need

to be reached and maintained must also be maintained. Methods of recording, assessing and recording the key tasks must be determined. 

The work Environment: Study the physical and social environment

in which the work is out because the work environment influences the quantity and quality of work

Drafting a job description:After job analysis is done, job description is made. Job description describes the job. The job description decides upon the exact knowledge, skill and experience needed to do the job. Job description must be drafted around these heading:  Job title  Responsible to  Responsible for  Purpose of job  Duties  Responsibility  Signature and date

Evaluation future needs For Evaluation future needs manpower is drafting. A manpower plan evolves studying the make-up of present work force, assessing forthcoming changes and calculating future workforce, which is required. Manpower planning helps in devising long-term recruitment plans

2.2.4

Finding sources of recruitment:

The human resource requirement can be met from internal or external source:

Internal Sources These refer to persons already employed in the organization. Promoting persons from lower levels may fill up vacancies at higher levels. Shortage of manpower in one branch \ factory may be met by transferring surplus staff from another branch \ factory. Promotion means shifting of an employee to higher post caring greater salary, status and responsibility. On the other hand transfer refer to the shifting an employee with salary, status and responsibility. Some time ex-employee of the organization may be re-employed.

Advantages of Internal Sources: 1. Filling vacancies for higher job by promoting employees from with in the organization helps to motivate and improved the morale of the employees. This induces loyalty among them. 2. Internal requirement has to minimize labor turnover and absenteeism. People wait for promotion and the work force is more satisfied. 3. Candidates working in organization do not require induction training. They are already familiar with organization and with the people working in it.

Disadvantages of Internal Sources: 1. There may be inbreeding, as fresh talent from outside is not obtained. Internal candidates may not be given a new outlook and fresh ideas to business. 2. Unsuitable candidates may not be promoted to positions of higher responsibility because the choice is limited. 3. The employees may become lethargic if they are sure of time bound promotion. There may be infighting among those who aspires for promotion with in the organization. 4. Internal recruitment cannot be complete method in itself. The enterprise has to resort to external recruitment at some stage because all vacancies cannot be filled from with in organization.

External Sources It refers to recruitment of employees from outside the organization. External sources provide wide choice of the required number of the employees having the desired qualification. It also provides the people with new ideas and specialized skills required to cope with new challenge and to ensure growth of the organization. Internal competitors have to compete with the outsiders. However, existing employees resent the policy of filling higher-level vacancies from outsiders. Moreover it is time consuming and expensive to recruit peoples from outside. Recruitment from the outside may create frustration among the existing employees that aspires for promotions. There is no guarantee that the organizations will attract sufficient number of suitable candidates.

Advantages of External Sources: 1. The entry of fresh talent in to the organization is encouraged. New employees bring new ideas to the organization. 2. External sources provide wider sources of personnel to choose from. 3. Requisite type of personnel having the required qualifications, training and skill are available from the external sources.

Disadvantages of External Sources: 1. The enterprise can make the best selection since selection is made from among a large number of applicants. 2. There is a greater decoration in employer- employee relationship, resulting in industrial strikes, unrest, and lockouts. 3. The personnel’s selected from outside may suffer from the danger of adjustment to the new work environment.

2.2.5

Monitoring effectiveness of recruitment

As with any work activity it is recommended that the recruitment and induction process be reviewed for its effectiveness. If any stage of the recruitment process failed to produce the expected result, eg if the advertising method has produced too many candidates, you may want to examine what happened and why in order to make it more efficient in the future. Future recruitment exercises may require modifications to the methods used - a successful recruitment for one job does not automatically mean the same method will be as successful again. This is particularly true if the labour market changes, with, for instance, fewer school leavers but more mature workers being available. Recruitment and induction may be a continuous process in your organisation, necessitating more or less constant monitoring.Monitoring regularly will also ensure equal opportunity policies are being actively pursued, and that internal candidates are receiving the same consideration as external candidates.

2.2.6

Application forms

Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills . The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages:  comparing like with like is easier. CVs can be time-consuming and may not

provide the information required  they provide the basis for an initial sift(filter), and then for the interview  the standard of completion can be a guide to the candidate's suitability, if writing and

presentation skills are essential to the job; however, be aware of possibility of disability discrimination  they provide a record of qualifications, abilities and experience as stated by the applicant. Care also needs to be taken over some less positive aspects of application forms:  there is a temptation to use application forms to try to extract too much information,

eg motives, values and personality characteristics. The form shouldconcentrate on the experience, knowledge and competencies needed for the job .

 some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form.  application forms add another stage, and therefore more time, to the

recruitment

process. Some candidates may be lost if they can obtain work elsewhere more quickly  Application forms may inadvertently be discriminatory. For instance, to require a form to be filled out 'in your own handwriting', where written English is not relevant to the job, may discriminate against those for whom English is not their first language, or who may not have well-developed literacy skills. Any information such as title (marital status), ethnic origin or date of birth requested for monitoring purposes (eg for compliance with the legal requirements and codes of practice on race, sex, disability and age discrimination) should be clearly shown to be for this purpose only, and should be on a separate sheet or tear-off section. Such information need only be provided on a voluntary basis. Medical information should also be obtained separately and kept separate from the application form.

2.2.7

METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories: (a) Direct method (b) Indirect method (c) Third-party method

a) Direct Method: These include the campus interview and keeping a live register of job seekers. Usually under this method, information about jobs and profile of persons available for jobs is exchanged and preliminary screening is done. The short listed candidates are then subjected to the remainder of the selection process. Some organization maintains live registers or record of applicants and refers to them as and when the need arises.

b) Indirect Method: They cover advertising in newspapers, on the radio, in trade and professional journals, technical journals and brochures. When qualified and experienced persons are not available through other sources, advertising in newspapers and professional and technical journals in made. Whereas all types of advertisements can be made in newspapers and magazines, only particular types of posts should be advertised in the professional and technical journals. A well thought-out and planned advertisement for appointments reduces the possibility of unqualified people applying. If the advertisement is clear and to the point, candidates can assess their abilities and suitability for the position and only those who possess the requisite qualifications will apply

c) Third Party Method: Various agencies are used for recruitment under these methods. These include commercial and private employment agencies, state agencies, and placement offices of schools, colleges and professional associations, recruiting firms, management consulting firms, indoctrination seminars for college professors, friends and relatives.

Employment Agencies: They are specializing in specific occupation like general office help, salesman,technical workers, accountants, computer staff, engineers and executives and suitable persons available for a job. Because of their specialization, they can interpret the needs of their clients and seek out particular types of persons.

State or Public Employment Agencies: They also knew as Employment or Labor Exchanges, are the main agencies for public employment. They also provide a wide range of services, like counseling, assistance in getting jobs, information about the labor market, labor and wage rates, etc.

Executive Research Agencies: They maintain a complete information records about employed executives and recommend persons of high caliber for managerial, marketing and production engineers’ posts. These agencies are looked upon as ‘head hunters’, ‘raiders’, and ‘pirates’.

Trade Unions: The employers to supply whatever additional employees may be needed often call on Trade Unions. Unions may be asked for recommendations largely as a matter of courtesy and an evidence of goodwill and cooperation

Professional Societies: They may provide leads and clues in providing promising candidates for engineering, technical and management positions. Some of these maintain mail order placement services.

2.3

SELECTION

Whatever form the applications take, there may be a need to sift them before moving on to the interview stage. Such a sift serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such sifting should be undertaken by two or more people, and it should involve the direct line manager/supervisor as well as personnel. The sifting stage can also help the organisation by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organisation. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant. If your organisation believes that pre-employment health screening is necessary, you must make sure it is carried out in a non-discriminatory way: for instance, do not single out disabled people for medical assessment. If a report from any individual's doctor is sought, then permission must be given by the individual, and they have the right to see the report (Access to Medical Reports Act 1988).The candidates who best match the specifications may then be invited for interview.

The invitation letter should tell

candidates that they should advise the organisation in

advance if any particular

arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organisation will pay the candidate's reasonable travel expenses for the interview.

A formal definition of selection is as following:

“It is the process of differentiating between applicants in order to identify (and hire)those with a greater likelihood of success in a job” Selection process assumes and rightly so, that there are more number of candidate actually selected candidates are made available through recruitment process.

2.3.1

BARRIERS TO EFFECTIVE SELECTION

The main objectives of selection are to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments, which check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Fairness: Fairness is selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less-privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective.

Reliability:

A reliable method is one that will produce consistent results when

repeated in similar situations. Like a validated test, a reliable test may fail to predict job performance with precision.

Pressure:

Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the rights ones. Appointments to public sector undertakings generally take place under such pressures.

2.3.2

SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an applicant. This information is secured in a number of steps and stages. The objective of selection process is to determine whether an applicant needs the qualification for a specific job and to choose the applicant who is most likely to perform in that job.

The hiring procedures not a single acts but it is essentially a series of methods or steps or stages by which additional information is secured about the applicant. At each stage, facts may come to light, which lead to the rejection of the applicant. A procedure may be considered to a series of successive hurdles or barriers, which an applicant must cross. These are indented as screens and they are designed to eliminate an unqualified applicant at any point in this process. That technique is known as the successive hurdle technique. Not all selection process includes all these hurdles. The complexity of process usually increases with the level and responsibility of the position to be fulfilled. A well-organized selection procedure should be designed to select sustainable candidates for various jobs. Each step in the selection process should help in getting more and more information about the candidate. There is no idle selection procedure appropriate for all case.

Steps in the selection process:  Preliminary Screening  Application Blank  Employment Tests  Selection Interview  Medical or Physical Examination  Checking Reference  Final Approval

Preliminary Screening: This is essentially to check whether the candidate fulfills the minimum qualification. The preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable candidate. The job seekers are received at the reception counter of the company. The receptionists or other official interviews the candidates to determine whether he is worthwhile or the candidate to fill up the application blank. Candidates processing theminimum qualification and having some chances of being selected are given the prescribed application form known as application blank.

Application Blank: The candidates are required to give full information about their age, qualification, experience, family background, aptitude and interests act in the application blank. The application blank provides a written record about the candidate. The application form should be designed to obtain all relevant information about the candidates. All applications received from the candidates are carefully scrutinized. After the scrutiny more suitable candidates among the applicants are short-listed for written tests and others are rejected.

Employment Tests: Candidates are asked to appear for written or other tests. Tests have become popular screening devices. These tests are based on the assumption that human traits and work behaviors can be predicted by sampling, however tests are not fully reliable and they also involve time and money. Test is more useful in identifying and eliminating unsuitable candidates therefore should be used only as supplements rather than an independent technique of selection. The main types of tests are:  Intelligence tests  Aptitude Test  Interest Test  Personality Test

Selection Interview: It involves a face-to-face conversation between the employer and the candidate; the selector asks a job related and general questions. The way in which a candidate responds to the question is evaluated. The objectives of the interview are as following:  To find out the candidate’s overall suitability for the job.  To cross-check the information obtained through application blank and tests, and  To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview suffers from several drawbacks: Firstly, it is a time consuming and expensive device. Secondly, it can test only the personality of the candidate and not his skill for the job. Thirdly, the interviewer may not be an expert and may fill to extract all relevant information from the candidate. Fourthly, the personal judgment or bias of the interviewer may make the result of the interviews inaccurate. Interview should be properly conducted in a proper physical environment. The interview room should be free from noise and interruptions. The environment should be confident and quite. People generally talk freely and frankly when there is privacy and comfort. Therefore, candidates should be put at ease. The interviewer should pay full attention to what the candidates have to say.

Medical or Physical Examination: Candidates who are found suitable after interview are called for physical examination. A Panel of doctors to insure that they are healthy and physically fit for the job does a medical check-up of such candidates. A proper medical examination will also ensure that the candidates selected do not suffer from any serious desirous which may create problems in future.

Checking Reference: Generally, every candidate if required to state in the application form, the name and address of at least two responsible persons who know him. The reference may not give their Frank opinion unless promises made that in all information will be kept strictly confidential. Moreover the information given by them may be biased in the form of candidate.

Final Approval:

The candidates who are found suitable after the medical check-up and background investigation are formally appointed by issuing appointment letter to them. They are asked to join duty by the specified date. No selection procedure is foolproof and the best way judge a person is by observing him working on the job. Candidate who gives satisfactory during the probationary period are made permanent.

SUCCESSIVE HURDLES IN THE SELECTION PROCESS

Figure # 2 Selection process

2.4

Issues in Recruitment and

Selection  Do not discard applicants who “stopped out” to provide care for a child,or for maternity leave.

 Consider the dynamics of the interview – is the candidate being

interviewed in an

environment that is representative of the office environment.  Understand questions that cannot be asked regarding family,children, pregnancy, etc.  Provide medical insurance that covers the full range of medical needs of women employees, including reproductive health care.  Provide paid sick-leave policies for employees’ illness and illness of spouses, lifetime partners, dependent children, and elderly parents.  Provide life insurance, disability and pension programs that are Non discriminatory on the basis of gender .  Have clear and vigorously enforced sex, race and sexual orientation discrimination and sexual harassment policies and include a statement about these policies in the advertisement of the position. Before attempting to diversify a staff and make it more gender equitable, you must tackle issues such as, “gender stereotyping; discrimination in hiring, pay, and promotions; family issues; and sexual orientation discrimination. There are five areas critical to this process. 

Open communication.



A commitment to creating an inclusive Environmen



Clear preconceived expectations based on gender.



A neutral supervisor who can observe different styles

and

facilitate communication when a conflict arises. 

Training – sexual harassment as well as gender issues training (It is

thought that 75-80% of sexual harassment complaints could be prevented by understanding gender differences”

CHAPTER - 3 INDUSTRY PROFILE

Electric power industry The electric power industry provides the production and delivery of electric energy, often known

as power,

or electricity,

in

sufficient

quantities

to

areas

that

need electricity through a grid connection. The grid distributes electrical energy to

customers. Electric power is generated by central power stations or by distributed generation. Many households and businesses need access to electricity, especially in developed nations, the demand being scarcer in developing nations. Demand for electricity is derived

from

the

requirement

for

electricity

in

order

to

operate domestic

appliances, office equipment, industrial machinery and provide sufficient energy for both domestic and commercial lighting, heating, cooking and industrial processes. Because of this aspect of the industry, it is viewed as a public utility as infrastructure.

3.1

Organization

The electric power industry is commonly split up into four processes. These are electricity generation such as a power station, electric power transmission, electricity distribution and electricity retailing. In many countries, electric power companies own the whole infrastructure from generating stations to transmission and distribution infrastructure. For this reason, electric power is viewed as a natural monopoly. The industry

is

generally

heavily regulated,

often

with price

controls and

is

frequently government-owned and operated. The nature and state of market reform of the electricity market often determines whether electric companies are able to be involved in just some of these processes without having to own the entire infrastructure, or citizens choose which components of infrastructure to patronise. In countries where electricity provision is deregulated, end-users of electricity may opt for more costlygreen electricity.

3.2

Generation

All forms of electricity generation have positive and negative aspects. Technology will probably eventually declare the most preferred forms, but in a market economy, the options with less overall costs generally will be chosen above other sources. It is not clear yet which form can best meet the necessary energy demands or which process can best

solve

the

demand

for

electricity.

There

are

indications

that renewable

energy and distributed generation are becoming more viable in economic terms. A diverse mix of generation sources reduces the risks of electricity price spikes.

3.3

History

Although electricity had been known to be produced as a result of the chemical reactions that take place in an electrolytic cell since Alessandro Voltadeveloped the voltaic pile in 1800, its production by this means was, and still is, expensive. In 1831, Michael Faraday devised a machine that generated electricity from rotary motion, but it took almost 50 years for the technology to reach a commercially viable stage. In 1878, in the US, Thomas Edisondeveloped and sold a commercially viable replacement for gas lighting and heating using locally generated and distributed direct current electricity. The world's first public electricity supply was provided in late 1881, when the streets of the Surrey town of Godalming in the UK were lit with electric light. This system was powered from a water wheel on the River Wey, which drove a Siemens alternator that supplied a number of arc lamps within the town. This supply scheme also provided electricity to a number of shops and premises to light 34 incandescent Swan light bulbs. Coinciding with this, in early 1882, Edison opened the world’s first steam-powered electricity generating station at Holborn Viaduct in London, where he had entered into an agreement with the City Corporation for a period of three months to provide street lighting. In time he had supplied a number of local consumers with electric light. The method of supply was direct current (DC). It was later on in the year in September 1882 that Edison opened the Pearl Street Power Station in New York City and again it was a DC supply. It was for this reason that the generation was close to or on the consumer's premises as Edison had no means of voltage conversion. The voltage chosen for any electrical system is a compromise. Increasing the voltage reduces the current and therefore reduces resistive losses in the cable. Unfortunately it increases the danger from direct contact and also increases the required insulation thickness. Furthermore some load types were difficult or impossible to make for higher voltages.

Additionally, Robert Hammond, in December 1881, demonstrated the new electric light in the Sussex town of Brighton in the UK for a trial period. The ensuing success of this installation enabled Hammond to put this venture on both a commercial and legal footing, as a number of shop owners wanted to use the new electric light. Thus the Hammond Electricity Supply Co. was launched. Whilst the Godalming and Holborn Viaduct Schemes closed after a few years the Brighton Scheme continued on, and supply was in 1887 made available for 24 hours per day. Nikola Tesla, who had worked for Edison for a short time and understood the electrical theory in a way that Edison did not, devised an alternative system using alternating current. Tesla realised that while doubling the voltage would halve the current and reduce losses

by

three-quarters,

only

an

alternating

current

system

allowed

the transformation between voltage levels in different parts of the system. This allowed efficient high voltages for distribution where their risks could easily be mitigated by good design while still allowing fairly safe voltages to be supplied to the loads. He went on to develop the overall theory of his system, devising theoretical and practical alternatives for all of the direct current appliances then in use, and patented his novel ideas in 1887, in thirty separate patents.

Figure # 3 Power Station

In 1888, Tesla's work came to the attention of George Westinghouse, who owned a patent for a type of transformer that could deal with high power and was easy to make. Westinghouse had been operating an alternating current lighting plant in Great Barrington, Massachusetts since 1886. While Westinghouse's system could use Edison's lights and had heaters, it did not have a motor. With Tesla and his patents, Westinghouse built a power system for a gold mine in Telluride, Colorado in 1891, with a water driven 100 horsepower (75 kW) generator powering a 100 horsepower (75 kW) motor over a 2.5-mile (4 km) power line. Almarian Decker finally invented the whole system of threephase power generating in Redlands, California in 1893. Then, in a deal with General Electric, which Edison had been forced to sell, Westinghouse's company went on to construct the Adams Power Plant at the Niagara Falls, with three 5,000 horsepower (3.7 MW) Tesla generators supplying electricity to an aluminium smelter at Niagara and the town ofBuffalo 22 miles (35 km) away. The Niagara power station commenced operation on April 20, 1895. Tesla's alternating current system remains the primary means of delivering electrical energy to consumers throughout the world. While high-voltage direct current (HVDC) is increasingly being used to transmit large quantities of electricity over long distances or to connect adjacent asynchronouspower systems, the bulk of electricity generation, transmission, distribution and retailing takes place using alternating current.

CHAPTER - 4

COMPANy PROFILE

Company Profile (Havells India)

Figure # 4 Havells starting as a trading company – 1958

4.1

Profile

Starting off as an electrical trading company in 1958, Havells India Ltd. today is an emerging leader and an end-to-end solution provider in the Power Distribution Equipment industry. The company catering to the needs of domestic and industrial market has seven manufacturing units in India. Havells India Ltd, a billion-dollar-plus organization, and one of the largest & India's fastest growing electrical and power distribution equipment company, manufacturing products ranging from Building Circuit Protection, Industrial & Domestic Switchgear, Cables & Wires, Energy Meters, Fans, CFL Lamps, Luminaries for Domestic, Commercial & Industrial application and Modular Switches. Havells owns some of the prestigious global brands like Crabtree, Sylvania, Concord, Luminance, Claude, Sylvania: Linolite, SLI Lighting & Zenith. Havells reach stretches across 91 branch offices, over 2000 authorized dealers and thousands of approved retail outlets. The company has an enviable clientele, not only in the domestic market, but also in international markets like UK, Malaysia, Singapore, Bangladesh, Sri Lanka, Dubai, Africa, Iran and Iraq. The company is currently exporting to over 50 countries globally. Havells is acknowledged as a manufacturer & supplier of the widest range of quality low voltage electrical equipment. With a number of strategic alliances in place, Havells is the only company that has shown phenomenal growth rate with the help of various joint ventures, acquisitions, mergers and takeovers. Havells recently acquired Frankfurt headquartered, SLI Sylvania for $ 300 mn . The company is a leading global designer and provider of lighting systems for lamps and fixtures. Sylvania is one of the most globally recognized brand for over a century in the electrical industry with brands like Sylvania, Concord: marlin, Lumiance, Marlin, Claude and Linolite-Sylvania..

Figure# 5 Havells Today “POWERING LIVES”

Vision: "To be a globally recognized corporation that provides best electrical & lighting solutions, delivered by best-in-class people."

Mission: To achieve our vision through fairness, business ethics, global reach, technological expertise, building long term relationships with all our associates, customers, partners, and employees.

Values: Customer Delight: A commitment to surpassing our customer expectations Leadership by example. A commitment to set standards in our business and transactions based on mutual trust. Integrity and Transparency: A commitment to be ethical, sincere and open in our dealings. Pursuit of Excellence : A commitment to strive relentlessly, to constantly improve ourselves, our teams, our services and products so as to become the best in class

4981 4603

4741

3909 3742 3418 2996 2453

2487

2100 1738 1382

715

863

961

Q1 Q2 Q3

1001

1563

1160

Q4 Q1 Q2

Q3 Q4 Q1

Q2 Q3 Q4

Q1 Q2 Q3

Q4 Q1 Q2

[---FY 05-----] [------FY 06-----] [---FY 07----] [-----FY 08-----][ FY09] Figure # 6 consecutive quarters of growth

(Figs in USD mn.)

USD 500mn.

USD 10mn. 1997

2009

Figure # 7 Showing growth of Havells from 1997-2009

4.2

Promoters

QRG Group is one of the fastest growing Electrical and Power Distribution Equipment Company in the country, manufacturing products ranging from building circuit protection, industrial & domestic switchgear, cables & wires, energy meters, fans, CFLs, luminaries, bath fittings and modular switches. The group comprises of 5 companies – 1) Havells India Ltd. (the flagship company) 2) Standard Electrical 3) Crabtree India Ltd 4) TTL 5) Sylvania

With 13 state of the art manufacturing plants, 24 branch offices and a strong backing of over 3000 professionals across India the group has achieved rapid success in the past few years. The group has recorded a turnover of Rs. 963 crores in the previous financial year and is poised for another quantum growth with projections suggesting a 50% increase over previous year. While the industry has been growing at a pace of 20% CAGR, QRG Enterprises has been marching faster at a compounded annual growth rate of 35% in the past decade.

4.2.1

Board of Directors

1. Qimat Rai Gupta (Chairman and Managing Director) 2. Anil Gupta (Joint Managing Director) 3. Surjit Gupta (Director Operations) 4. Ameet Gupta (Director International Marketing) 5. Rajesh Gupta (Director Finance)

4.3

Years

Milestones

Achievements

1958:

Commenced trading operations in Delhi

1976:

Set up the first manufacturing plant for Rewireable Switches and Changeover Switches at Kirti Nagar, Delhi.

1979 :

1980:

Set up a manufacturing plant for HBC Fuses at Badli, Delhi

Started manufacturing high quality Energy Meters at Tilak Nagar, Delhi The Company was originally incorporatd as Havell's India Private Limited on 8th August under the Companies Act 1956 promoted by S/Shri Qimat Rai Gupta and Surjit Kumar Gupta.

1983:

The Company also entered into a Technical Collaboration with M/s Christian Geyer GmbH & Co. Germany for the manufacture of Miniature Circuit Breakers in India. Acquired Towers and Transformers Ltd. and turned it into a profitably manufacturing Energy Meters Company in 1 year

1987 :

Started manufacturing MCBs at Badli, Delhi in Joint Venture with Geyer, Germany.

1989 :

The company undertook addition to its tool room facilities by going in for manufacturing of sheet metal and moulding tools in-house

1990 :

Set up a manufacturing plant at Sahibabad, UP for Changeover Switches

1991:

The company amalgamated with itself Elymer Havbell's Pvt. Ltd. which had facilities for manufacture of HRC fuses with an installed capacity of 2 50 000 pcs.

1992:

The name was changed to Havell's India Limitd vide certificate dated 31st March For the manufacture of ELCBs the Company signed another Technical Collaboration with M/s Schiele Industrieworke Germany.

1993 :

Set up another manufacturing plant at Faridabad, Haryana for Control Gear Products

1994 :

The company successfully launched the latest IEC design contractors relays and motor starters for the first time in India which have been well received in the market. The company has finalized tie-ups in UAE Oman Kuwait and Egypt for marketing its vast range of products in these countries.

1995 :

The Company has introduced Product Managers and "Industrial Teams" to emphasize the product mix and to strengthen its presence in all market segments.

1996 :

Acquired a manufacturing plant at Alwar, Rajasthan for Power Cables & Wires and entered into the manufacture of low tension power cables. Entered into a Joint Venture with Electrium, UK for manufacturing Dorman Smith MCCBs and Crabtree Modular Plate Switches. Schiele industriwerke Germany who have been our collaborators for ELCBs have entered into a new technical collaboration with the company for quality upgradation for its products in the controlgear division. The company decided to enter into the manufacture of Three Phase Energy Meters for industrial applications. Havell's group signed a Joint Venture Agreement with Hanson Electrical a group company of the UK Pound 11 Billion Anglo-American conglomerate Hanson Plc. one of the top ten Companies of UK.

1997 :

Acquired Electric Control & Switchboards at NOIDA, UP for manufacturing customized packaged solutions. - Havell's Dorman Smith Pvt. Ltd. U.K. JV company wherein Havell's India Ltd is a 25% shareholder with Electrium Ltd. UK with the introduction of state-of-the-art

`DORMAN SMITH' brand Moulded Case Circuit Breakers in India. - Havell's group has signed a new JV agreement with Ampy Automation Digilog Ltd. UK. JV partners have tested the MCBs and have entered into an agreement with the Company to exclusively market the MCBs in the world wide markets

Introduced high-end Ferraris Meters in Joint Venture with DZG, Germany. Cable division at Alwar is now ISO-9001 certified. 1998 :

The 50:50 JV company "Havell's Dorman Smith Ltd. in which Havell's India Ltd. is a 25% shareholder had launched Moulded Case Circuit Breakers last year in the Indian market. The Company also launched "Crabtree" brand modularplate switches which is being perceived as the best available product in the market

1999 -

Electrical switchgear makers Havell's India has entered into a strategic partnership with Cambridge Technology Partners India for implementing ERP on a fast-track. - The company has a 50:50 joint venture with DZG of Germany for manufacture of high-end electromechanical and electronic energy meters.

2000 :

Acquired controlling stake (60%) in Duke Arnics Electronics (P) Limited engaged in manufacturing of Electronic Meters-Single Phase, Three Phase, Multi Function, Tri Vectors. Havell's entered into a technical collaboration with Geyer in 1998 to manufacture miniature circuit-breakers. For MCBs the company has a technical collaboration with Geyer AG of Germany with Schiele Industriewerke of Germany for RCCBs and with Peterriens Schaltechik Gmbh for changeover switches. Acquired controlling interest in an industry major-Standard Electricals Ltd.

2001 :

Acquired business of Havells Industries Ltd, MCCB of Crabtree India Limited and merged ECS Limited in the company to consolidate its area of core competence. Awarded the highest revenue payer award for the year 2000 in the organised sector category

2002 :

Standard Electrical Company becomes a 100% Subsidiary of the company. Attained the IEC certification for Industrial switchgear and CSA certification for all manufacturing plants.

2004 :

Set up manufacturing plant at Baddi , HP for manufacturing of Domestic Switchgear. Set up a manufacturing plant for manufacturing of CFL at existing manufacturing plant in Faridabad, Haryan. Set up a manufacturing plant for manufacturing of Ceiling Fans at Noida, UP. Set-up our own marketing office in London through our wholly owned subsidiary company Havells U.K. Ltd. Attained the CE certificate for CFL. Havells India Limited has sold out its entire shareholding of Standard Electricals Limited an un-listed public limited company which was a 100% subsidiary of the Company. Consequently with effect from such transfer Standard Electricals Limited is no longer a subsidiary of the Company.

2005 :

Set up manufacturing plant in Haridwar, Uttaranchal for manufacturing Fans. Awarded the KEMA certification by The Dutch Council for Accreditation, making QRG the only group to attain this certification.

2006 :

Set up of R&D Center in Noida H.O. Crabtree India merged with Havells India. Added CFL production unit in Haridwar manufacturing plant. Expansion at Alwar manufacturing plant for increase of production capacity. Expansion at Baddi manufacturing plant and set-up of an Export Oriented Unit. First Company to get the ISI Certification for complete range of CFLs. Started mid-day meal program at Alwar, Rajasthan caters to 10,000 students from

77 schools.

2007 :

Set-up of Capacitor manufacturing plant in Noida, UP with the capacity of 6, 00,000 kVAr per month. Acquired the Lighting business of a Frankfurt based company "Sylvania", a global leader in lighting business and now the company's turnover crosses US$ 1 Billion. Warburg Pincus, a global private equity firm and one of the largest investors in India, invested US $110 million in Havells India Ltd. Havells issued fresh shares to Warburg Pincus, representing approximately 11.2% of the fully diluted share capital of the company. QRG Group entered healthcare business by acquiring a majority stake in Central Hospital and Research Centre, Faridabad

2008 :

First Indian CFL manufacturers to have adopted RoHS, European norms on Restriction of Hazardous Substances in CFLs. Set up of Global Corporate office, QRG Towers at Expressway Noida

2009 :

Investment of Rs.50 Crores in Global Center for Research and Innovation (CRI) Set up of fully automatic switchgear manufacturing plant at Baddi. Consolidation of CFL manufacturing plant at Neemrana for domestic and export purposes.

4.4

Work culture at Havells

QRG is continuously applying modern management techniques such as Kaizen to enable employees to improve their day to day functioning in small steps, one at a time. QRG has also implemented Japanese version of 5S which stands for "a place for everything and everything in its place". The company has introduced these techniques as it firmly believes that small changes add up to large results and the only way for a corporation to grow, is to make its people grow The Group is driven by qualified and experienced professionals backed by a work force of over 4000 employees. All branches and manufacturing facilities are computerized and networked with each other. An open door policy at all levels encourages employees to be

participated, innovative and creative. Empowering employees helps the organization in harnessing individual talents to the fullest. Emphasis is laid on building team spirit which helps employees to realize collective potential.

4.4.1

Manufacturing Plants

Powerful trends are shaping up industry for the 21st century. Because of rapid spread of advanced technologies complexity of work is increasing - almost daily. With the state of the art equipments and manufacturing facilities, QRG group is helping to boost safety in workplaces from the factory to the offices, domestic buildings to commercial plazas. All the manufacturing units are ably supervised and controlled by technocrats and industry specialists. The group has well managed, well equipped tool rooms with machines like CCV Line, CNC Machines, EDM Wire Cut, Spark Erosion Machines, Lathes and Surface Grinders. Our strategic alliances with some of the leading technology corporations in the world of electrical engineering, ensure constant access to the latest developments in the international markets, which are then adapted to the tough tropical conditions. Our manufacturing units are fully equipped with the latest and most sophisticated facilities in India. And in the hands of our highly qualified technical experts, this results in some of the most advanced product development in the country.

Location: Branch offices / zonal offices / manufacturing plants •

Haridwar, Uttaranchal Products manufactured: Fans and CFLs

•

Baddi, Himanchal Pradesh Products manufactured: MCBs, CFLs and Switches

•

Samepur Badli, Delhi Products manufactured: MCBs, ELCBs and DBs

•

Tilak Nagar, Delhi Products manufactured: Energy Meters

•

NOIDA, UP Product manufactured: Fans

•

Alwar, Rajasthan Products manufactured: Cables & Wires

•

Faridabad, Haryana Products manufactured : CFLs and Industrial Products.

•

Gurgaon, Haryana Luminaries and Lighting fixtures

•

Jalandhar Products manufactured: MCBs, ELCBs, DBs, Wires and Industrial Switchgear

•

Gurgaon, Haryana Products manufactured: Modular Plate Switches & Accessories

•

Bhiwadi, Rajasthan Products manufactured: Bathroom fittings & Accessories

•

Sahibabad, UP Products manufactured: Trivector Meters, Reference Standard Meters

•

Hyderabad, AP Products manufactured: Energy Meters

4.5

Quality control at Havells

The essence of quality at QRG is closely wrapped in the way we think, plan and work. It finds its true expression when we extend beyond ourselves to exceed our customer’s expectations. To deliver products that are safer, faster and simply better. Each time, every time. Building customer confidence through teamwork is a top priority to provide a wide variety of products and services. Realizing and respecting the basic needs of customers to feel more secure, we've committed ourselves to make our products better, safer and smarter than what he or she is looking for. That's a passion that began 30 years ago and that's how it continues to be

even today. Our customers rely on us and it is our responsibility to give them the very best. All our products are as per IEC standards.

Certifications / Approvals

•

ISO-9001 : 2000 (all manufacturing units)

•

KEMA KEUR

•

CE

•

S–mark

•

CSA

•

CB

•

SEMKO

•

SIRIUM (Malayasia)

•

SPRING (Singapore)

•

TSE (Turkey)

•

SNI (Indonesia)

•

EDD (Bahrain)

Netherlands

Canada

India

Malaysia

Singapore

Sweden

UK

Europe

Europe

Russia

Turkey

Figure # 8 Certifications / Approvals

4.6

Major Clients of Havells India Ltd.

4.7

Research And Development At Havells

Innovation is the hallmark of every vital development at QRG. New ideas, inventions deepen scientific knowledge and give its work force a new impetus towards technical progress. QRG technological strengths and its endeavor towards continuous research & development has allowed it to fulfill its responsibilities towards its customers. The responsibility of providing its customers the best products and zero defect services to enable them to be comfortable and secure in usage of electricity.

4.7.1

Center for Research and Development

Havells has recently invested 20 million dollars in a new centre for research and innovation. This centre has been set-up at the company’s H.O. premises in Noida. The task of this centre is to provide the theoretical & experimental foundations for all segments of electrical engineering. The centre closely cooperates with the various departments so as to provide the best and the latest in terms of technology and design. The Group has also decided to dedicate 2% of its turnover towards R&D.

4.8

Safety Matter

 Protection against Electrical Shocks and fire: With the ever increasing of the usage of electricity in our daily lives , the risk of electrical shocks and hazards related to electrical fire to overcrowded wiring and leakage due to installation failure. Poorly insulated apparatus, faulty wires or the incorrect use of an electrical device cause current to flow through the wrong face (i.e. through the insulation) to the earth. This current is called the "Leakage Current". Leakage current in an electrical system is responsible for two major risks. •

Risk of electrocution(electric shocks)

•

Risk of fire

 Risk of Electrocution (Electric shocks) Electrocution is the passage through human body, which is dangerous .The flow of current through human body, affects two vital functions •

Breathing

•

Heart Beat

Electrocution can lead to muscle contraction causing respiratory paralysis, cardiac fibrillation and immediate cardiac arrest resulting in death depending upon the magnitude of the leakage current and the contract voltage.  Risk of fire Poorly insulated wiring or loose connections are enough to create fire hazards a portion of the current which normally flows in the conductor can find a way back to the earth through these "leaks" and through materials with varying degrees of conductivity. These materials are not intended to conduct current, and may get heated up to such a degree that they will set fire to whatever they are in contact with (insulation, wood etc.). This is the start of fire.

Solution Earth Leakage Circuit Breakers installed in the circuit senses these leakage currents and isolates the faulty circuit thereby ensuring safety against the hazards of earth leakage. It is mandatory to install an ELCB in the incoming circuit for all.

CHAPTER-5

DATA ANALYSIS AND INTERPRETATIoN

DATA INTERPRETATION A questionnaire was prepared for the purpose of getting feedback from the employees and manager regarding “Recruitment & Selection Procedure” of their company. 30 employees are selected from Human Resource department and were distributed the questionnaire from the purpose of the study.

Analysis of the data The analysis of the data is done as per the survey finding. The data is represented graphically in percentage. The percentage of the people opinion were analyzed and expressed in the form of charts and have been placed in the next few pages.

1.

Specify the time period(s) for which the estimates are made?

S.NO .

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

0-2years

9

30%

2.

2-3years

6

20%

3.

3-4years

9

30%

4.

4&above years

6

20%

Time Period for Estimate

20%

30%

0-2years 2-3years 3-4years

30%

4&above years

20%

20% people said that the company specifies 0-2 year for making estimation of forecasting. 30% people said that the company specifies 2-3 years for making estimation. 30% people said that the company specifies 3-4 years for making the estimation of forecasting. 20% people said that the company specifies 4 & above time period for making forecasting.

2. Does your organization plan the recruitment policy? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

30

100%

2.

No

0

0%

Recruitment Policy 0% Yes No 100%

100% people said that the plan the requirement policy It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

3. What do you suggest should be the basis of forecasting? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Total cost of the project

6

20%

2.

Past experience

12

40%

3.

Different phases of the project

9

30%

4.

All of the above

3

10%

Basic Forcasting

10%

Total cost of the project

20%

Past experience

30%

Different phases of the project

40%

All of the above

20% people said that their company forecast on the bases of Total cost of the project. 40% people said that the company forecast on the bases of past experiences. 30% people said that the company forecast on the bases of the Different phases of the project. 10% people said that the company forecast on the bases on of the above.

4. Do you think the present recruitment policy is helpful in achieving the goals of the company? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

15

50%

2.

No

6

20%

3.

To some extent

9

30%

Recruitment Policy

30%

Yes No

50%

To some extent

20%

50% people said that the company’s recruitment policy is helpful in achieving the goals. 20% people said that the company’s recruitment policy is not helpful in achieving the goals. 30% people said that the company’s recruitment policy is helpful to some extent in achieving the goals.

5. Through which source your organizations recruit the employees? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Internally

6

20%

2.

Externally

18

60%

3.

Both

6

20%

Sources of Recruitment

20%

20% Internally Externally Both 60%

20% people said that the company recruits the employee from the internal sources. 60% people said that the company recruits the employee from the external sources. 20% people said that the company recruits the employee from the both sources

6. Which of the following external sources you choose for the recruitment of the employees? S.NO.

OPINION

NO. OF RESPONDENT

PER

1.

Employee Exchange Consultant

6

20%

2.

Private Employee

6

20%

Agencies 3.

Advertisement

3

10%

4.

Internet

12

40%

5.

Any other

3

10%

External Sources Employee Exchange Consultant 10%

Private Employee Agencies Advertisement

20%

40%

20%

Internet

10% Any other

20% people said that the company uses the employee exchange consultants. 20% people said that the company uses private employment agencies. 10% people said that the company uses the advertisement method. 40% people said that the company uses the Internet method. 10% people said that the company uses the any other way

7. Does your organization recruit employees through latest method of recruitment through Internet? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

30

100%

2.

No

0

0%

Latest Recruitment Policy 0% Yes No 100%

100% people said that the company uses the latest method of recruitment. New recruitment methods include online and social recruiting, mobile outreach, and employment branding campaigns that are run in parallel with the efforts of the marketing department. Develop a better strategy for recruiting for your company through daily recruiting career tips, technology reviews, and recruiting trends from our recruiter portal.

8. Is company use own web site for recruitment.?

S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

27

90%

2.

No

3

10%

Use Own Web Site 10% Yes No 90%

90% people said that the company uses his own web site for recruitment. 10% people said that the company not uses his own web site. Posting a job on your own site is strightforward enough. Most job sites and CV databases are very user-friendly and you don’t need to have an in-depth knowledge of IT to post a vacancy advertisement. Usually, all you need is your job description, a bit of time and a credit card.

9. How much number of employees you train in a year? S.NO. 1. 2.

OPINION

NO. OF RESPONDENT

PERCENTAGE

No. ofEmp. Employees Trainned in6 a year 10-15

15& above Emp.

24

80%

5-10 Emp.

20% 80%

20%

10-15 Emp. 15& above Emp.

80% people said that the company trains 10-15 Employees in a year. 20% people said that the company trains 15&above Employees in a year

10.

Is Internal recruitment is effective in your opinion?

S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

24

80%

2.

No

6

20%

Internel Recruitment

20% Yes No 80%

80% people said that the Internet recruitment is effective sources of recruiting the employee. 20% people are not in favor of recruiting the employee through Internet. These refer to persons already employed in the organization. Promoting persons from lower levels may fill up vacancies at higher levels. Shortage of manpower in one branch \ factory may be met by transferring surplus staff from another branch \ factory. Promotion means shifting of an employee to higher post caring greater salary, status and responsibility. On the other hand transfer refer to the shifting an employee with salary, status and responsibility. Some time ex-employee of the organization may be reemployed

Is there any provision for recruitment of summer trainees?

S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

30

100%

2.

No

0

0%

Recruitment of summer trainees 0% Yes No 100%

100% people said that there is no provision to recruiting train.The placement office contacts the companies for the summer internship. Interested companies send in their requirements, with the project details, to the placement cell.The placement office sends in the students’ resumes (Company/Institute format) to the Companies.The Companies send in the short list of students to the placement office.A mutually convenient date is affixed for conducting the selection process. If the companies desire a SPT (Summer Placement Talk), the same is arranged prior to the recruitment process.The interested companies conduct the summer internship recruitment process at NITIE campus. Selection is typically based on group discussions and/or personal interviews on campus. After the selection process, companies announce the list of selected candidates on the campus itself.Companies, unable to visit the campus, select the students on the basis of student resumes only and/or telephonic interviews.

12. Does the procedure adopted for recruitment and selection of employees enables to give right person at the right job? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

21

70%

2.

No

3

10%

3.

To some extent

6

20%

Placement of Right M en to the Right Job

10%

Yes

20% 70%

No To some extent

70% people said that the procedure adopted for recruitment and selection of employees enable to place the right person for the right job. 10% people said that the procedure adopted for recruitment and selection of employees does not enable to place the right person for at the right job 20% people said that the procedure adopted for recruitment and selection of employees enable to some extent to place the right person for at the right job.

13. Which type of technique is used for interview? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Structured

18

60%

2.

Unstructured

3

10%

3.

Both

9

30%

Technique for Selection

30%

Structured

60%

Unstructured

10%

Both

60% people said that the company uses the structure technique for selection. 10% people said that the company uses the unstructured technique for selection. 30% people said that the company uses both the techniques for selection.

14. Is there any provision for evaluation and control of recruitment and selection process? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

24

80%

2.

No

6

20%

Evalvation and Control of Recruitment & Selection Process

20%

Yes

80%

No

80% people said that the company has the provision for evaluation and control of recruitment and selection. 20% people said that the company does not have the provision for evaluation and control of recruitment and selection.

15. Is there any facility for observing the trainees in your organization? S.NO.

OPINION

NO. OF RESPONDENT

PERCENTAGE

1.

Yes

30

100%

2.

No

0

0%

Facility for Observation for Trainees

0% 100%

Yes No

100% people said that the company has the facility for observing the trainees. Lecture method, case study, discussion method, e learning, business games, In basket techniques , role play, behavior modeling, coaching, mentoring etc. are some of the for observing the trainees in organization.

CHAPTER - 6 CONCLUSION AND RECOMMENDA TION

6.1

Findings of the study

 In Havells India Ltd. most of the employees feel that the HR department is good.  About 1/5 of the people says that they prefer both internal as well as external source

for recruitment and selection, 3/5 of the people said that the company recruits the employee from the external sources and 1/5 of the people prefer internal source of recruitment. 

More than half of the people are of view that the procedure adopted for recruitment and selection of employees enable to place the right person for the right job.

 About 3/5 of the

people said that the company uses the structure technique for

selection.  More number of the people go for direct recruitment and selection and less number of

people prefer indirect or third party.  Havells prefers to go for campus interviews and even casual application that are received for recruitment but they hardly prefer placement agencies.  Most of the people Prefer Personal interviews, many are interested to take telephonic

interviews where as only 1/5 go for video conferencing and rest adopt some other means of interviews. 

4/5 of the people said that the company has the provision for evaluation and control of recruitment and selection.



2/5 of the people said that the company forecast on the bases of past experiences.

4/5 of the people said that the Internet recruitment is effective sources of recruiting the employee.  Half of the people are of view that the company’s recruitment policy is helpful in

achieving the goals.

6.2

SUGGESTIONS

SUGGESTIONS

FOR

THE

IMPROVEMENT

OF

THE

SYSTEM AND

PRACTICES OF RECRUITMENT AND SELECTION PROCEDURE The following are the suggestions received from the respondents of the questionnaire. These suggestions are based on their awareness regarding the Recruitment and Selection procedure. 1. During the selection process not only the experienced candidates but also the fresh candidate should be selected so as to avail the innovation and enthusiasm of new candidates. 2. In the organization where summer training facility prevailing then such kind of practices must be adopted so that the student can learn and again from their practical views. 3. .Candidates should be kept on the job for some time period; if suitable they should be recruited. During the selection process, the candidates should be made relaxed and at ease. 4. Company should follow all the steps of recruitment and selection for the selection of the candidates. 5.

Selection process should be less time consuming.

6. The interview should not be boring, monotonous. It should be made interesting. There must be proper communication between the Interviewer and the Interviewee at the time of interview. 7. Evaluation and control of recruitment and selection should be done

for fair

judgement. 8. Methods used for selection of candidates should be done carefully and systematically 9. The attainment of goals and objective of any organization depend on the type and quality of its manpower. To have right type of men at right job and at right time, the recruitment and selection procedure should be fair and impartial. 10. This is indeed an important suggestion that authorities concerned should immediately

look into the matter as and when arise and try to implement decisions.

6.3

CHALLENGES FACED BY HR IN RECRUITMENT PROCESS

The major challenges faced by the HR in recruitment are:

 Adaptability to Globalization The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process

 Lack of Motivation Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers.

 Process Analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective.

 Strategic Prioritization The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

 Attracting Highly Talented Ones The number of highly talented professionals is less. All the big MNC's are trying to attract these people with high salaries, perks, incentives etc. There is a tough competition among these companies to get these candidates on their roles. These days, its not just salaries which will pull the candidate in but various factors like brand, culture, location, job security, reputation of the company etc play a major role in recruiting a talented professional.

6.4

LIMITATIONS OF STUDY

Followings are the limitations of the project work taken by me: 1. One of the limitations of this project study is of the time limitation. Since the duration

of our project study is of 8 weeks, it is somehow difficult to fully know any big organization like Havells in this limited time period. 2. Senior managers and others officers in Havells are also very busy. They do not have enough time for solving our queries in details. 3. It may be possible that responses of people may not be true. It contain bias information.

6.5

CONCLUSIONS

Based on the analysis of the questionnaire responses, the following are the conclusion of the study. The organization follows the rules and regulation involved in their Recruitment and Selection Procedure of the organization. The managers are fully satisfied with the existing Recruitment and Selection procedure.The recruitment and Selection procedure should not be lengthy.To some extent a clear picture of required candidates should be made in order to search for appropriate candidates.The Recruitment and Selection procedure should be impartial. In havells India limited recruitment is done through internal and external sources . The internal sources of recruitment is done by the company itself in the form of direct recruitment from colleges . In this case maximum 4 candidates are selected. The external sources of recruitment is done through consultancies. In the case of selection of candidate for top level position, the applicant have to go through interviews with directors . In the case selection is for the employee of middle level management he or she will be interviewed by the department heads. The candidates have to do presentation before the heads after collecting the relevant information about the products of the company. The qualification should be an engineer and MBA from premier business school. While selection, preference should be given to the candidate who have work experience in any of the company which deals with electrical equipment. If recruitment is for any managerial position more importance is given to the background, educational qualification, talent, communication skills, experience, etc.

ANNEXURE

QUESTIONNAIRE SURVEY ON THE MANAGERIAL SATISFACTION LEVEL FOR RECRUITMENT AND SELECTION

DEAR Respondent,

We are conducting a survey on the managerial satisfaction level for the RECRUITMENT SELECTION PROCEDURE. Your free and frank opinion would be very valuable in conducting the survey. Please answer the following questions with a () in the appropriate boxes:

Manpower planning Q1. Specify the time period(s) for which the estimates are made? (a) 0-2 years

(b) 2-3 years

(c) 3-4 years

(d) 4 & above

Recruitment policy Q2. Does your organization plan the recruitment policy? (a)

Yes

(b) No

Q3. What do you suggest should be the basis of forecasting? (a) Total cost of project

(b) Past experience

(c) Different phases of the project (d) All of the above Q4. Do you think the present recruitment policy is helpful in achieving the goals of the company? (a) Yes

(b) No

Sources of recruitment Q5. Through which source your organizations recruit the employees? (a) Internally

(b) externally

(c) Both

Q6. Which of the following external sources you choose for the recruitment of the employees? (a) Employee exchange consultant

(b) Private employee agencies

(c) Advertisement

(d) Internet

(e) Any other

Latest technique of recruitment Q7. Does your organization recruit employees through latest method of recruitment through Internet? (a)Yes

(b) No

Q8. Is company us own web site for recruitment.? (a)Yes

(b) No

Q9. How much number of employees you train in a year? (a) 5-10 employees

(b) 10-15 employees

(c)15 & above employees

Recruitment of summer trainees Q10. Is Internet recruitment is effective in your opinion? (a) Yes

(b) No

Q11. Is there any provision for recruitment of summer trainees? (a) Yes

(b) No

Q12. Does the procedure adopted for recruitment and selection of employees enables to give right person at the right job? (a) Yes

(b) No

(c) To some extent

Selection policy Q13. Which type of technique is used for interview? (a) Structured

(b) Unstructured

(c) Both

Feedback of recruitment and selection procedure

Q14. Is there any provision for evaluation and control of recruitment and selection process? (a) Yes

(b) No

Q15. Is there any facility for absorbing the trainees in your organization? (a) Yes

(b) No

Performance appraisal Student’Name: Pooja Arora Programme: BBA(Gen.)-[2010-2013] You are required to provide your opinion on the following parameters. Outstanding Good Satisfactory Unsatisfactory

1. 2. 3. 4. 5. 6. 7.

A B C D Technical knowledge gathered about the industry and the job he/she was involved. Communication Skills: Oral/ Written/ Listening skills. Ability to work in a team. Ability to take initiative. Ability to develop a healthy long term relationship with client. Ability to relate theoretical learning to the pratical training. Creativity and ability to innovate with respect to work methods & procedures

8. Ability to grasp new ideas and knowledge 9. Presentation skills 10.Documents skills 11.Sense of Responsibility 12.Acceptability (patience, pleasing manners, the ability to instill trust, etc.) 13.His/her ability and willingness to put in hard work 14.In what ways do you consider the student to be valuable to the organization? Consider the student’s value in term of: (a) Qualification (b) skills and abilities (c) Activities/Roles perfomed 15.Punctuality Any other comments

BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES

SHAKARPUR, DELHI ATTENDANCE SHEET NAME – POOJA ARORA COURSE – BBA ( V SEM ) ROLL NO – 0091140171 NAME OF SUPERVISIOR- MR. G.T.V.L.N CHARYULU

S.NO

DATE

TIME

PROGRESS

SIGNATURE SIGNATURE OF STUDENT OF TEACHER

BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES

SHAKARPUR, DELHI

EVALUATION SHEET STUDENT NAME STUDENT ROLL NO EVALUATOR’S FEEDBACK

_______________________________________ _______________________________________ _______________________________________

DID THE STUDENT CONTACT YOU

YES/NO

REGULARLY FOR DISCUSSION ? REPORT IS APPROVED/DISAPPROVED MARKS AWARDED

_____________________________ ______________________________

SIGNATURE OF EVALUATOR NAME DATE

BIBLIOGRAPHY Book referred

 Anthony,William P, Human resource management – A strategic approach, Dryden press Newyork,1999  Armstrong Michael, Handbook of human resource management, Dryden press, Newyork , 1993  Robbins,Stephen P, Essential of organization behaviour, Prentice hall of India,New Delhi,1994  Singh,N.K. and G.K. suri (eds), Personnel Management, Vikas publishing house, New Delhi,1994  Vinutha, V (2006) How to minimize Hiring errors, Express computers

Journals  Management review, American management association,Newyork  International journal of Human resource management , USA  Manuals from the industry

Website referred  www. Business Standards.com  www.Havells.com.