223 Recruitments & Human Resource Information System Practices at Rel

8/3/2019 223 Recruitments & Human Resource Information System Practices at Rel

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SUMMER TRAINING REPORT

ON

RECRUITMENTS

&

HUMAN RESOURCE INFORMATION SYSTEM

PRACTICES

AT REL

Summer Training Project Report Submitted Towards The PartialFulfillment For Award Of The Degree Of Bachelors of Business

Administration

(2006-2009)

UNDER THE GUIDANCE OFMs.Meetu Goel

Sr. HR Executive

Submitted To: Submitted by:

Mrs. Komal Tomar Prashast Kishore

HOD BBA Deptt. Roll no.: 9160614

BBA-5th Sem

HARLAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY


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GREATER NOIDA

Acknowledgement

Its been a great opportunity and a stimulating experience for me to work in an esteemed

organization like Reliance Energy Limited.

I extend my earnest thanks and gratefulness to both my industry guides Ms. Meetu Geol

(Sr. HR Executive) and Mr. Sarvesh Bhaduria (Sr. HR Executive) for their precious guidance

and mentoring without which my training here would not have been so rewarding. In spite of

their busy schedules they always allowed me to encroach upon their valuable time. Their

constant support has helped me immensely in completing my project successfully.

I would also like to express my sincere gratitude to Mr. KVSN Prasad for taking keen interest

in my training as well as for guiding me in understanding the concept of contract management

and about all the activities that come under its purview.

I also express gratitude towards Mr. Subodh Singh (Sr. Officer-HR) for providing a better

understanding of the various sub-departments under HR and also giving me an opportunity to

attend a two-day training programme on How to be a Star Performer

Further I would like to sincerely thank all the other members of the HR department for their

constant encouragement and guidance all through my training at REL.

Lastly I would like thank my faculty guide Mrs.Komal Tomar for the valuable suggestions and

guidance in shaping this report.

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TABLE OF CONTENTS

S.No. Subject

1. Executive Summary

2. Power Sector In India: Industry Profile

2.1. Privatization of distribution

2.2. Players in the Sector

2.3. Industry Performance

3. REL: Company Profile

3.1. About REL. ..

3.2. Vision

3.3. Mission

3.4. Statement Of Values

3.5. Infrastructure & Services

3.6. Genesis

3.7. Experience & Achievements of EPC

3.8. ISO Certifications.

3.9. Quality Awards.

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3.10. Environmental Policy

3.11.Company SWOT...

4. The Recruitment Process

4.1. Recruitment Process....

4.1.1. Determining Requirement..

4.1.2. Sourcing Resumes

4.1.3. Short listing Candidates

4.1.4. Filtering Candidates.

4.1.5. Interviewing...

4.1.6. Evaluating & Selecting

5. The recruitment process at REL.

5.1. Why recruitment is done for Fixed Term?..................

5.2. Procedure for Fixed-Term Recruitments

5.3. Procedure for Permanent Recruitments......

Relevance of HRIS in any Organization...

6.1. Role of HRIS.

6.2. Objectives of HRIS...

6.3. Components of HRIS...

6.4. Need for HRIS..

6.5. The Effect of IT

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6.6. Need for Change.

6.7. Selection Process...

7. How HRIS is maintained at REL...

7.1.Problems in the current system

8. My Role And Learning At Relaince Energy .

9. Findings And Analysis...

10. Recommendations..

11. Annexure.

1. Personnel Requisition Form..

2. Candidate Assessment Sheet.

3. Personal History Form..

4. Candidate Assessment Sheet-Fixed Term

5. Schedule for Induction Programme...

6. Format of Role Summary Sheet..

7. Performa ADA Format

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8. Performa MIS (Mumbai sent cases)

9. Performa of Interview Synopsis...

12. References

13. Bibliography..

14. Case Study.

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1. EXECUTIVE SUMMARY

The power sector in India is witnessing a critical phase with the state owned electricity board

failing to earn a minimum rate of return of 3.4%. Electric Power is one of the major concerns

to the economy with a vast demand supply gap. Progress in this core sector has not been in

proportion to economic growth. It is plagued by capacity shortages, resulting in frequent

blackouts, poor reliability, and deteriorating physical and financial conditions. In spite of this

the power sector has grown many folds in the areas of power generation and distribution.

Nearly 80% of the villages are now having electricity supply.

New private sector companies are coming up in all the areas of power generation and

distribution. In most of the parts of the country the power distribution has been privatized. The

top players in this sector are NTPC, REL, Neyveli, etc.

My specialization being Human Resource; my focus has been to study the recruitment

practices that are being followed by REL, the countrys largest private player in this sector. In

addition I have also tried to learn and study about all the other activities that come under the

purview of the HR department of any organization .At REL I was also involved to some extent

in the updating of the HRIS in the organization, hence this report also talks about the need for

HRIS in organizations and the how it is maintained in REL.

This report is an experience based report and does not involve any survey, however on the

basis of my findings ,certain recommendations and suggestions have been provided that can

help REL increase the efficiency of its HR function.

2. POWER AND ENERGY SECTOR IN INDIA

Power sector is witnessing a critical phase. State Electricity Boards (SEBs) are responsible for

providing electricity to the people. Most of the SEBs are cash strapped. They are not even able

to earn a minimum Rate of Return (RoR) of 3% on their net fixed assets in service after

providing for depreciation and interest charges. The power sector in the country has

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accumulated a huge deficit, dues to Central Power Generating Companies because of the

deteriorating financial performance.

The Indian power sector has grown in last many years. The generating capacity has grown

manifold from 1712 MW to more than 104000MW today. Generation in the country has also

increased from 5 billion units in 1950 to about 515 billions unit today. About 80% of villages

have been electrified and more than 63% pump sets have also be energized

There are 28 private sector projects having a total capacity of around 6000MW, which are

already commissioned. Another 17 private sector projects having a total capacity of about

5400 MW is under construction.

Electric Power continues to remain one of the major concerns to the economy with a vast

demand supply gap and a significant part of rural India lacking access to electricity. Progress

in this core sector has not been in proportion to economic growth as a result of under-

investment and lower five-year plan emphasis. However, the Tenth Plan is expected to accrue

much larger investment from both the public and private sectors on all the three segments

namely generation, transmission and distribution.

2.1. Privatization of Distribution

Privatization has almost captured the whole industry. Now the distribution is being privatized.

There are so many advantages for having privatized distribution. The private distribution wasstable and successful in Mumbai, Kolkata, Ahmedabad and Surat. In Orissa, privatization was

undertaken in 1999. Privatization is also being undertaken by Delhi. Bidding is done on

innovative and pragmatic basis. Planning is being made to have a privatized distribution in

Andhra Pradesh, Karnataka and Rajasthan. But, investors interest in privatization needs to be

generated. More players in this field are required.

Indias power sector is plagued by capacity shortages, resulting in frequent blackouts, poor

reliability, and deteriorating physical and financial conditions. National surveys of

industrialists consistently rate power supply as one of their most critical constraints.

With responsibility for electricity supply shared constitutionally between the central

government and the states, the Government of India has placed increased emphasis on

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improving the efficiency of supply, consumption, and pricing of electricity. Reforming power

sector management and financing at the state level can only achieve this.

2.2 The Players in the Power Sector

The various players in the Power Sector include central ministries, state power/ energy

departments, electricity regulatory commissions, state organizations- electricity boards/

departments/ generation companies/ transmission companies/ distribution companies, state

nodal agencies for renewable energy resources, central sector utilities etc.

The top players in the power sector are:

National Thermal Power Corporation (NTPC)

TPC

Reliance Energy Ltd. (REL)

Neyveli

CESC

ABB

KEC

PTC

Kalpatru etc.

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2.3 Operating Profit Margin

Chart: OPM%

In the first quarter of the financial year 2006 the operating profits of almost all the major

players have declined as compared to the operating profit margin in the same period in the

financial year 2005. The only exceptions to this decline are REL and Neyveli whose OPM in

the first quarter of the financial year 2006 is higher than the same a year earlier during the

same period.

Electric Power continues to remain one of the major concerns to the economy with a vast

demand supply gap and a significant part of rural India lacking access to electricity. Progress

in this core sector has not been in proportion to economic growth as a result of under-

investment and lower five-year plan emphasis. However, the Tenth Plan is expected to accrue

much larger investment from both the public and private sectors on all the three segments

namely generation, transmission and distribution.

3. REL: POWERING PROGRESS, ENERGISING THE ECONOMY

3.1.About The Company

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Reliance Energy came into existence when it took over BSES in 2002 after the Government of

Maharashtra decided to divest its stake in the company.

Reliance Energy is a company under the Reliance Industries Limitedbanner, one of India's

largest conglomerates. The company is headed by Anil Ambani.Reliance Energy is Indias

largest integrated private sector power utility company. The company is into

generation

transmission

distribution

trading of power

Reliance Energy Ltd is India's leading integrated power utility company in the private sector.

The company is the sole distributor of electricity to consumers in the suburbs of Mumbai. It

also runs power generation, transmission and distribution businesses in other parts of

Maharashtra, Goa and Andhra Pradesh.It distributes over 5,000 MW of power - the largest in

the country. Reliance Energy and its affiliate companies power 2 out of 3 homes in Mumbai

and 1 out of 2 in Delhi and have a consumer base of 5 million catering to an estimated

population of 25 million in Mumbai, Delhi and Orissa. It is poised to become a nationwide

power company, providing world class quality, reliable and competitively priced power to

millions of customers.

With the ushering in of the power sector reforms and in the new environment of opportunity

for the power sector, REL is a key player in this transformation process. Reliance's gas finds in

KG-D6 block in Krishna Godavari basin which constitutes 60% of India's present total gas

production, will provide an enormous opportunity to scale up power generation capacities in

India. With the new gas find, REL has the unique advantage of integration from 'well head to

wall socket'. This will help the company position itself as a global integrated energy player

under the Reliance banner.

REL and its affiliate power companies rank among the top 25 listed private sector companies

on major financial parameters. REL is part of the Reliance industries-India's private sector

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company ranked among the world's 175 largest companies in terms of net profit and the 500

largest companies in terms of sales.

REL is committed to creating superior value for all its stakeholders and be amongst the most

admired and trusted utility companies in the world by setting new benchmarks in standards of

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corporate governance, operational and financial excellence, responsible corporate citizenship

and profitable growth.

3.2. Our Vision

To be amongst the most admired and most trusted integrated utility companies in the world,

delivering reliable and quality products and services to all customers at competitive costs, with

international standards of customer care - thereby creating superior value for all stakeholders.

To set new benchmarks in standards of corporate performance and governance through the

pursuit of operational and financial excellence, responsible citizenship and profitable growth.

3.3. Mission Excellence In Energy

To attain global best practices and become a world-class utility.

To provide uninterrupted, affordable, quality, reliable and clean power to millions of

customers.

To achieve excellence in service, quality, reliability, safety and customer care.

To earn the trust and confidence of all customers and stakeholders and by exceeding

their expectations, make the company a respected household name.

To work with vigor, dedication and innovation, towards achieving the ultimate goal of

total customer satisfaction.

To consistently achieve high growth with the highest levels of productivity.

To be a technology driven, efficient and financially sound organization.

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To be a responsible corporate citizen, nurturing human values and concern for society,

the environment and above all, people.

To contribute towards community development and nation building.

To promote a work culture that fosters individual growth, team spirit and creativity to

overcome challenges and attain goals.

To encourage ideas, talent and value systems.

To uphold the guiding principles of trust, integrity and transparency in all aspects of

interactions and dealings.

3.4. Statement Of Values

We believe that any business conduct can be ethical only when it rests on the nine core values

of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship and

Caring. These values are not to be lost sight of by anyone at RELIANCE ENERGY LIMITED

under any circumstances irrespective of the goals that are intended to be achieved. To us,

means are as important as the ends.

3.5. Infrastructure And Services

3.5.1. GENERATION:Creating the Power Capability

The Generation division has proven expertise in designing, engineering, erection, installation,

commissioning, operations and maintenance of power projects.

The division implements project plans for in house power projects and supports ventures

undertaken by other affiliate companies.

The division is fully integrated and has in house capabilities to address every aspect of power

projects including:

Mechanical

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Civil

Electrical

Instrumentation &

Environmental

The division also provides engineering consultancy to external agencies and projects.

The 940.59 MW Generation capacity of the Division comes from five projects:

Dahanu TPS the 2x250 MW multi fuel based thermal power station at Dahanu near

Mumbai.

7.59 MW Wind Farm Project at Jogimatti in the district of Chitradurga in Karnataka.

BSES Kerala Limited: The 165 MW combined cycle power station at Kochi, Kerala.

BSES Andhra Power Limited: The 220 MW combined cycle power plant at Samalkot

in Andhra Pradesh

Goa Power Station: The 48 MW naptha based combined cycle power plant at Goa.

3.5.2. Transmission

The Transmission department has successfully implemented and operated a 2 x 220 kV

transmission system. It has been responsible for the laying of the double circuit transmission

system from Dahanu to Mumbai. It has planned, constructed and commissioned two modern 200

kV receiving stations having a capacity of 300 MVA each at Ghodbunder, & Versova . It has

also commissioned a 400 MVA station at Aarey for receiving power from the Dahanu plant.

It is one of the select few electricity companies to commission a network of 4 circuit

transmission towers for economical and efficient power transmission. The Engineering cell of

the department co ordinates the engineering activities of the company's transmission network.

The Transmission Division is an intermediary between Generation & Distribution Division and

is responsible for transmission of power at 220 kV from DTPS to the Company's area of supply

in Mumbai Suburbs.

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Objectives:

Trouble Free Operation of 220 kV transmission systems and Receiving Stations,

ensuring uninterrupted power supply at 33 kV to Distribution Division

Co-ordination between DTPS & Distribution Division

Load Management & Operation of the inter-connection with grid in coordination with

M/s Tata Power Limited and Western Regional Electricity Board.

3.5.3. DISTRIBUTION (Delivering Power to Consumers)

Distribution is the key to efficient and reliable power supply.

Seven decades of experience and continuous investment in modernizing its distribution

infrastructure have helped the company achieve the enviable distinction of operating its

network with 99.99% reliability!

The efforts made towards achieving higher levels of efficiency have reduced distribution

losses to 13.4% - The lowest in the country!

Today the company caters to 5 million satisfied customers!

Reliance Energy Limiteds Mumbai operations cover a population of 9.0 million within an

area of about 384 sq. kilometers. The Distribution network handled and sold 5,879.66 MUs in

the year 2002-2003.

Reliance Energy Limited continually upgrades its distribution network. This is accomplished

through a process of decentralized operation in supply management to maintain very high on-

line reliability

Supply Network

Supply Area Map

Supply System Data

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SCADA

3.5.4. EPC & CONTRACTS

Engineering, Procurement and Construction

The division offers value added services in Engineering, Procurement, and Construction and

undertakes turnkey contracts for setting up of power related projects.

It has been instrumental in successfully implementing projects such as:

210 MW Gas Based Combined Cycle Power Plant for BSES Andhra Power Limited at

Samalkot

24 MW Bagasse fired Power Plant of Godavari Sugar Mills in North Karnataka and the

20MW project of Suryachakra Power Corporation Limited at Andaman.

It has currently booked orders worth 767 crores including a contract of Rs. 202 crores from

Nuclear Power Corporation of India for electrical system package on Turnkey basis for units 3

& 4 at Kaiga ( Karnataka) and units 5 6 at RAPP Rajasthan. It has also booked an order

worth 323 crore for Design, Supply, Erection Testing and Commissioning of the balance of

plant for the 2X210 MW expansion units 3 & 4 at Parichha for Uttar Pradesh

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3.6. Genesis

REL has significant presence in the field of execution of the Power projects on EPC basis with

a strong track record of the execution and commissioning of projects on time. REL has

received wide acclaim for the initiatives in corporate governance. These awards and

recognitions greatly motivates and encourage the REL team to set fresh benchmarks in

corporate governance, particularly in the Indian Power Sector.

Reliance Energy with its affiliates and sister companies in the Reliance group, own and

operate over 2,000 MW of Generating capacity in the country. These comprise conventional

thermal plants; gas turbine based combined cycle power plants, Cogeneration plants and wind

electric generators. Most of its Projects have been executed by Reliance Energy through its

EPC division.

The EPC division of REL was set up in 1966 and was undertaking engineering, procurement

and construction contracts on a turnkey basis and other value added services for major public

and private sector projects both in India and Abroad. The Division has 10 regional offices in

major cities of India and Overseas offices in Dubai, Nepal and Bhutan. The Division has to-

date undertaken the total engineering, supply of electrical and mechanical equipment,

installation and commissioning services and civil works for the following range of projects:

thermal, hydro, Co-generation and gas based power generating stations;

400/132 KV transmission lines and switch yards;

overhead and underground electrical networks;

industrial electrification works for petrochemicals, fertilizers, steel, cement plants,

refineries, ports and hotels;

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indoor and outdoor illumination works;

pre-moulded accessories for extra high voltage electrical cables;

Renovation and Modernization of Delhi distribution network; and

Other civil works

3.7. Experience and Achievements of EPC Division:

The Divisions EPC turnkey services were originally developed for internal purposes, and it

was instrumental in construction of the 2 x 250 MW Dahanu Thermal Power Station.

Following the completion of the project, EPC Division consolidated its internal resources and

began offering single point solution to the execution of the Power Plants such as project

engineering, procurement, construction & commissioning for external customers.

EPC division has undertaken and successfully commissioned the following major projects:

Its first ever IPP, 2 x 250 MW Coal based Thermal Power Station at Dahanu,

Maharastra

Reliance Energy Limited-Samalkot Power Station: 220 MW Dual Fuel based (Natural

gas & Liquid Fuel) Combined Cycle Power Plant at Samalkot, Andhra Pradesh. ThePower Plant is already operational and supplying power to the State Grid of Andhra

Pradesh.

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165 MW liquid-fuel based combined cycle power project for its subsidiary, Reliance

Energy Limited - Kochi Power Station at Kochi in Kerala with an aero-derivative unit

of 40 MW along GEs LM6000 module, completed on 15 June 2001.

106 MW Combined Cycle Power Plant of Gujarat State Electricity Corporation Ltd. at

Dhuvaran, Gujarat

24 MW Bagassed based Co-generation Power Plant for Godavari Sugar Mills Limited

at Sameerwadi, Karnataka.

20 MW Diesel based D.G.Sets for Surya Chakra Power Ltd. at Islands of Andaman andNicobar.

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12.5 MW Lignite Based Power Project for Grasim Industries Limited at Ariyalur,

Tamil Nadu

10.5 MW (5 x 2 MW + 1 x 0.5 MW) Diesel based captive power project for IT-Park

for TIDEL- Chennai.

7.5 MW Thermal Power Plant for Monnet Power Ltd. at Raipur, Madhya Pradesh.

3 x 2.5 M DG based Power Plant for National Institute of Biologicals, Noida.

5 MW Bagasse based Thermal Power Plant for Global Energy Ltd., Belgundi,Karnataka,

3 MW Captive Power Project for Alok Industries Limited at Vapi, Gujarat.

2.5 MW D.G. set based Captive Power Plant for ITC, Bangalore,

Projects under Commissioning /Execution

2 x 250 MW Tau Devilal Thermal Power Station for Haryana Power GenerationCorporation Limited at Panipat, Haryana.

2 x 210 MW Parichha Thermal Power Station for Uttar Pradesh Rajya Vidyut Utpadan

Nigam Limited at Parichha, U.P.

Main Electrical System Packages for 2 x 220 MW Nuclear Power Plant at Kaiga,Karnataka and 2 x 220 MW Nuclear Power Plant at Kota, Rajasthan for Nuclear Power

Corporation of India Limited.

Transmission Lines and Substations for Karnataka Power Transmission CorporationLimited at various locations in Karnataka

Changeover from overhead to underground Transmission Lines under Ranchibeautification scheme for Jharkhand State Electricity Board

110 KV Switchyard and Revamping of Electrical System in the State of Tamil Nadu

for Chennai Petroleum Corporation.

66/33 kV Substations for Royal Govt. of Bhutan

Substation jobs at different locations for Andhra Pradesh Transmission Corporation

Limited

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Switchyard and Transmission Line job for IMT Manesar, for HSIDC, Haryana.

132 KV Transmission Lines in the State of Haryana for Haryana Vidyut Prasaran

Nigam Limited

Renovation and Modernisation of Delhi Distribution System

The Division provides a full service project advisory capability. It can manage a power plant

on a turnkey basis or it can provide one or more industry specialist services such as fuel

management advice or fiscal advice. The Division also undertakes commercial commissioning,operation and maintenance and environmental monitoring services.

The table below shows the gross income and profit generated by the EPC

Division in the years ended 31 March 1999, 2000, 2001, 2002, 2003 and 2004.

Financial Year

Ended

31st March

Gross Income

(Rs. In million)

Profit

(Rs. in million)

1999 5,004 406

2000 3,906 42

2001 5,209 255

2002 4,375 272

2003 3,814 153

2004 5,725 635

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3.8. ISO CERTIFICATION

3.8.1. Quality Management System:

Reliance Energy has become the first electric supply utility in the country to establish

an effective and integrated ISO-9001:2000 quality assurance system.

Reliance Energy has adopted ISO-9001:2000 quality management system in all the five

divisions of the Company for streamlining and continuous improvement of customer

service and internal operations.

Using ISO-9001:2000 as a base, Reliance Energy had developed its own quality system

which goes even beyond the requirements of ISO Standard.

3.8.2. Special features of Reliance Energy quality system are:

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Involvement of management at all levels with effective creation of policies, vision,

mission, values, goals and support, communicated and implemented throughout the

organisation.

Emphasis on customer satisfaction, specifying norms for service delivery to customerand program for surveying customer preferences.

Setting measurable, attainable and verifiable quality goals and performance indicators

by various divisions.

Training of senior executives in managing for quality.

The Certification audit for ISO 9002:1994 - quality system was carried out by BVQI (Bureau

Veritas Quality International) in July 1998 and they were happy to recommend BSES (now

Reliance Energy) for certification(14th July, 1998).

3.8.3. Reliance Energy has been awarded ISO-9001:2000 certificate for:

Generation, transmission and distribution of electricity.

Service in the field of electrical projects and related construction activities.

Computer services in the field of electricity billing and related applications.

Finance, HRD, Secretarial and Investor Service Centre (ISO 9002 certification in

March 2001).

ISO - 14001 certification for environmental management to Dahanu Thermal Power

Station.

BVQI has issued ISO-9002 certificate to BSES (now Reliance Energy) under accreditation

from German Accreditation Authority (Deutscher Accreditierung Rat).

3.8.4. ISO- 14001:1996

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Dahanu thermal power station is the first and only ISO 14001 certified Indian Power Plant for

Environmental Standards. ISO 14001 Certification for DTPS was awarded on 27th March

1999 by BVQI (Bureau Veritas Quality International)

The Reliance Energy Limited Dahanu Thermal Power Plant has a proven track record of being

environment friendly over the years the plant has been consistently monitored and found to be

operating well below all the minimum average parameters, stipulated by the MPCB for

environmental safety. The parameters are based on globally recognized norms.

BVQI has issued ISO 14001:1996 certificate to BSES (now Reliance Energy) under

accreditation from United Kingdom Accreditation Authority (UKAS - United Kingdom

Accreditation Services)

With the competitive advantages of ISO 9002 and ISO 14001 certifications, Reliance Energy

will be able to respond effectively to the ever increasing challenges of customer quality

consciousness, emphasizing the importance of creating high value at low cost.

3.9. Quality Awards

Rajiv Gandhi National Quality Award 2001 (Certificate of Merit) for providing quality

and excellence in every aspect of its functioning,

Qimpro Bench Mark Award - 2003 (Certificate of Merit) for providing quality and

excellence in every aspect of its functionality

3.10. Environmental Policy

At Reliance Energy Limited, preservation and promotion of environment is of

fundamental concern in all its business activities. Reliance Energy having a leading

role in delivering reliable and quality products and services to all consumers at

competitive costs is conscious of its responsibility towards creating, conserving and

ascertaining safe and clean environment for sustainable development.

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The company is committed to achieve excellence in environmental performance and

towards achieving this objective the Company shall,

Adopt appropriate operational practices and suitable technologies to monitor, control

and minimize the impact of its activities on environment;

Continually improve its environmental performance by setting objectives and targets to

prevent or reduce pollution and waste and minimize use of resources;

Comply with all the relevant legislative and regulatory environmental requirements;

Develop and maintain a highly motivated workforce trained for effective management

of environment and emergency situations;

Provide relevant information on environmental policy to the concerned authorities and

interested parties and ensure that the policy is understood, implemented and maintained

by employees at all levels within the organization;

Evaluate and modify environmental management practices keeping in view regulatory

requirements, community concerns and technological advancements;

Conserve natural resources by their responsible and efficient use in all the operations;

Plant trees, develop green belts and promote lush green surroundings at our generating

locations and establishments to work in harmony with nature; and

Make this policy available to the public.

3.11. SWOT ANALYSIS OF RELIANCE ENERGY LIMITED

STRENGTHS

1. Long experience in creation of world class assets at competitive schedules and costs

2. Experience in setting up of power projects and distribution of electricity to over 5

million consumers

3. Strong project management and execution expertise

4. REL is ranked amongst Indias top 25 listed Private Co. in terms of financial

parameters including assets, sales, profit and market capitalization.

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5. Most valuable power company with a market capitalization of over Rs 10,000 crore

6. Group contributes nearly 16,000 million units of power to over 25 million consumers

in Mumbai, Delhi, Orissa and Goa across an area covering 1, 24,300 Sq. Kms.

7. Brand Equity and Brand name.

8. Governmental Supports through grants.

9. Internet usage drives down distribution costs.

WEAKNESSES

1. Financial losses.

2. Increase in wages and salaries.

3. Increase in debt to cover the operating expenses.

4. The acquired distribution circle is in bad state in terms of technology, investments and

consumers.

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OPPORTUNITIES

1. Northern region has looming power deficit due to which economic growth is

hampered, which discourages further investments by corporate and industrial investors.

2. The challenge for power reforms in distribution in various states are vast and the

private sector participation in distribution has huge potential. Even if one state in India

opens up this sector every year, this will be a value creating opportunity for the

customer and the state.

3. Decline in interest rates.

THREATS

1. Reliance has very little expertise in distribution.

2. The risk factor in the strategy is the timing of the state government in allocating new

distribution licenses.

3. The competition in this Industry is increasing very fast.

4. RECRUITMENTS

Recruitment is the process of searching for and attracting qualified candidates to apply for the

positions that are available. The purpose of effective recruiting is to attract strong candidates

who are prepared both to meet the strategic goals and priorities. Recruitment analysis can be

defined as the process of ensuring the right number of qualified people, into the right job at the

right time to deliver the results in an efficient and effective manner. The objectives of an

effective recruitment are to:

Identification of Quality Manpower

Right fitment of each candidate

Increase Retention Rate

Increase Job Satisfaction

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Reduce Cost Of Filling Jobs

Less Number Of vacant positions

Get The Best Candidates

Use following tips to develop a recruiting plan that fits your company:

1.Identify Company Goals and Objectives - Develop a strategy that matches your

organization's mission, values, and vision.

2.Create a long- and short- term plan - Be as proactive as possible in your recruitment

planning. Preparing strategies for current needs as well as anticipated needs can lead to

increased efficiencies and eliminate unexpected costs.

3.Put it in Writing - Chart each step in your current recruiting process. Look for

unnecessary, troublesome or duplicate steps. Know who is responsible at each step of

the process. Get feedback from your HR/recruiting team and hiring managers, and

identify ways to streamline your efforts.

4.Review Current Technical Trends- Know how your existing HR management tools

work and determine if they meet your needs. Consider investigating or investing in a

Web-based resume management system or applicant tracking system. These electronic

options, including e-mail, make recruiting more efficient and consistent.

5. Analyze Various Recruiting Resources - Creating a comprehensive recruiting mix

will help find qualified candidates. The various elements that can be considered while

designing a recruiting mix include referrals, Job fairs, Print Ads ,Campus recruiting,

Major job boards, resume databases and corporate we-sites.

6.Diversity Reach - Don't limit your recruiting efforts. Extend your recruiting reach to

include diverse populations. Investigate diversity groups, community organizations,

specialty newspapers and diversity websites.7.Build in Retention - To attract strong candidates, sell your ability and dedication to

keeping employees. Your recruiting efforts should include developing strong benefit

packages and other perks that encourage employee loyalty.

8.Track Results- Continual monitoring of your recruiting process will lead to better

hires. When you identify an issue in your process, adjust your programs accordingly. In

addition to tracking traditional metrics such as time-to-fill and cost-per-hire, make sure

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you take into account ways to measure some of the intangible metrics, such as quality

of hire and retention. Keeping track of your recruiting and retention successes and

challenges will help you fine tune your program into an effective and efficient hiring

system that your whole company can embrace.

4.1. RECRUITMENT PROCESS

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4.1.1. DETERMINING MANPOWER REQUIREMENT:

A Recruitment analysis is conducted depending on the job profile. A well- designed and

comprehensive recruitment analysis is invaluable to an organizations well being. Recruitment

analysis basically ensures the availability of the right resources in the right place to match the

future organizational needs. Recruitment analysis can be defined as the process of ensuring the

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DET

ERMINING

REQUIREMENT

SOURCINGRESUMES

SHO

RTLISTING

CANDIDATES

FILTERING

CANDIDATES

INTERVIEWING

EVALUATING

+

SELECTING


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right number of qualified people, into the right job at the right time to deliver the results in an

efficient and effective manner. Recruitment is the process of searching for and attracting

qualified candidates to apply for the positions that are available. Whether your company is

heavily recruiting or in the midst of a hiring freeze, you should always have a recruiting plan.

Plans will vary based on hiring volume and type of position, but you should articulate a

standard strategy of how you recruit and fill positions. A well-defined recruiting strategy will

help ensure that the right employees are in place when needed.

The objectives are:

1. To maintain the required quantity and quality of human resources required.

2. To forecast the turnover/attrition rates.

3. To plan to meet organizational human resource needs at the time of expansion or

diversification.

4. To make contingent plans to handle sudden requirements and situations of shortfall.

4.1.2. SOURCING RESUMES:

There various methods of recruiting are given below:

1. INTERNAL SOURCES: Many organizations try and identify employees from within the

organization to be groomed to take on higher responsibilities. Internal recruiting is beneficial,

as workers know the firm culture; managers already know the workers and the internal

advancement can motivate the employees. In todays technologically advanced world many

organizations depend on their HRIS. Some of the internal sources are:

a. Job Postings: Openings are published on bulletin boards (electronic or hard copy) or in

lists available to all employees. Interested employees must reply within a specified number of

days and they may or may not have to obtain the consent of their immediate supervisors. This

is the process used by managers to provide information about job openings to employees.

b. Employee Referrals: Employees working with an organization recommend their

friends or acquaintances for vacant positions in the organization. This source is usually one of

the most effective and reliable methods of recruiting because many qualified people especially

for the lower and middle management are reached at a very low cost to the company.

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c. Contract Management: Temporary worker pools are created to meet out the

unexpected demand of the human resource in the organization.

d. Previous Employees: Organizations can recruit their previous employees as they can

prove to be reliable as they already know about the organization policies and procedures and

need not to be trained and easily adjust to the environment.

2. EXTERNAL SOURCES: To meet demands for talent brought about by business growth

to seek fresh ideas or to replace employees who leave organizations periodically turn to the

outside labor market. Managers look outside the firm for people who have not worked at the

firm before. The following methods are adopted to recruit people form outside:

a. Press Advertisements: Advertisements are placed in both newspapers and trade journals

and three factors influence the choice of this media-cost, profile of the readership and

circulation. Some factors affecting the design of advertising are:

The image of the organization.

The nature of the job.

The chosen media.

The prediction of the target market.

b. WalkINS: In a walk-in no prior appointment is there, the applicant approaches the

organization directly. It is the most common and least expensive approach as in this the job

seekers submit unsolicited application letters or resumes and from employees point of view,

walk-ins are preferable as they are free from the hassles associated with other methods of

recruitment. Direct applications are particularly effective in filling entry-level and unskilled

vacancies, some organizations compile pools of potential employees from direct applications

for skilled positions.

c. Employment Agencies: Employment agencies now provide occupations for almost all

levels in an organization. They are broadly classified into public or state agencies, private

agencies and headhunters.

d. Job Sites: Various job sites like Naukri.com,Times jobs.com,Monster.com etc come in

very handy in finding candidates with the desired skills.

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e. Job fairs - Job fairs typically work best for entry-level candidates, but events

targeting diversity and/or specialty careers, e.g. engineers, can be found.

f. Corporate Web site - When job seekers are interested in a company they will go

directly to that company's Web site to conduct research and/or look for available

jobs. Make sure your Web site's job section makes it easy to find and apply for

jobs.

4.1.3. SHORT LISTING:

Short listing is the transition phase between recruitment and selection. It is the stage

where the total number of applicants is reduced to select the group the employer wishes

to carry on to the selection phase. Short listing may comprise of several stages depending

on the number of application received, the complexity of the job requirements and

sophistication of the selection process used by the organization. Short listing comprises

of:

1. KNOWLEDGE OF MATCHING CVs: First of all the candidates are short listed on the

basis of matching the CVs. The CVs or curriculum vitae are universally used and their form

is standardized.

Typically a CV comprises of:

Evidence of Skills, Abilities and Achievements

Employment History

Experience

Education

Languages

2. METHODS OF SHORT LISTING: The most common way to reduce the number of

applications by short-listing them by categorizing them to various departments first. Then

asking the department heads to shortlist the appropriate candidates accordingly.

3. SHORTLISTING THE PROCESS:

Short listing must be carried out independently by at least two people and ideally, as many

of the interview panel as possible.

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Any member of staff, who may prejudice the outcome, should be excluded from short

listing.

Short listing should always be carried out using the person specification so that applications

can be measured and assessed against criteria and be made on the basis of fact and not

assumptions.

The use of short-listing form is recommended. The short-listing panel to record individual

assessment of each candidate and provide feedback can use short-listing form.

Short-listing form must be used at the interview stage. Short-listing decisions must be

based only on the information contained in the application form and any other supporting

information supplied by the candidate. Irrelevant information in the application form should be

disregarded.

The attributes in the person specification must be consistently applied to all candidates

irrespective of their gender, ethnic origin, age, socio-economic background, disability,

religious or political beliefs, family circumstances, sexual orientation or other irrelevant

factors.

Some information can only be determined at interview stage or as group exercises,

presentation, tests, etc.

After individual assessment of each application, decision of whom to short list must be

taken.

Once a short list has been drawn up, candidates should be invited for interview. In the short

listing of candidates the following things should be kept in mind:

o Evidence of skills, abilities and achievements that match the criteria that have been

specified as essential for the job as closely as possible.

o Consistency of employment (look for unexplained

gaps).o Qualifications compatible with the dates given.

o Evidence of career development.

o Evidence of industry knowledge.

o Previous employer.

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4.1.4. FILTERING:

Filtering techniques are used to reduce the number of applicants and also gather relevant

information needed before conducting the interview. Filtering techniques involve different

methods, such as: Knowledge Based Filtering

Skill Based Filtering

Attitudinal/Behavioral Filtering

KNOWLEDGE BASED FILTERING: This method is used when the

number of applications is more like in Campus recruitment. The evaluation is done based on

candidates academic qualification, percentage of marks scored and experience level or through

simple written tests.

SKILL BASED FILTERING: The tasks and skills that may be assessed

using simulation exercises are varied. Different types of simulation exercise include:

In-trays: In-trays or in-baskets involve working from the contents of

a managers in-tray, which typically consist of letters, memos and background

information. You may be asked to deal with paperwork and make decisions,

balancing the volume of work against a tight schedule.

Test of productive thinking: The tests look at the volume, diversity

and originality of your ideas. You are presented with open-ended questions relating

to various problems and situations and are asked to generate responses within a time

limit.

Group exercises: Group exercises are timed discussions, where a

group of participants work together to tackle a work-related problem. Sometimes you

are given a particular role within a team, for example the sales manager or personnel

manager. There would be assessors, who are not looking for right or wrong answers,

but for how you interact with your colleagues within the team.

Presentation: You may be asked to make a formal presentation to a

number of assessors either on a topic given in advance or in some cases to interpret

and analyze given information and present a case to support a decision.

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Fact-Finding Exercises: In a fact-finding exercise, you may be

asked to reach a destination starting from only a partial knowledge. Your task is to

decide what additional information you need to make the decision and sometimes

also to question the assessor to obtain this information.

Role-Plays: In a role-play, you are given a particular role to assume

for a certain task. The task will involve dealing with a role player in a certain way

and there will be an assessor watching the role-play.

Social Events: From the moment you report to reception until you

leave, participant will be under scrutiny as part of the selection procedure so the

way he behaves at all times is important. He will be expected to cope with general

socializing amongst other candidates as well as with the management and will be

observed at meal times. This gives an opportunity to find out as much informally

about the organization as he can.

Ability Tests: Ability tests attempt to measure awareness,

knowledge and other such aspects. They also measure simple skills like problem

solving. Each test is presented under exam conditions with a strict time limit.

Employers use aptitude test either as a small part of the interviewing process or to

determine whom they will interview i.e. those who achieve a certain mark. Tests are

of different types like Language Usage, Spelling, Numerical Ability, Reasoning, etc.

ATTITUDINAL/BEHAVIORAL FILTERING: It involves Psychometric

Testing. It helps in knowing how employees fit into an organizations culture. Organizational

psychology should not be confused with clinical psychology. Psychological assessment aims to

assist organizations with their human resource issues. Assessing candidates aptitude and

personal style helps organizations make effective selection decisions. Psychometric testing is

mainly of two types:

o Projective E.g. TAT, Rorschach, etc.

o Inventory Based E.g. MBTI, FIRO, etc.

4.1.5. INTERVIEWING:

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An interview is a procedure designed to obtain information from a persons oral responses to oral

enquiries. Interview is by far the most widely used personnel selection procedure. The interview

is the focal point of the recruiting process. Part of the selection process, usually the final portion

of an examination, for the purpose of evaluating education, experience, and personal qualifica-

tions of the candidates, also known as oral interview. It is a meeting between an eligible and an

appointing power in order to discuss appointment to a specific vacancy.

An interview is a conversation between two or more people where questions are asked to

obtain information from the interviewee. Interviews can be divided into two rough types,

interviews of assessment and interviews for information.

ASSESSMENT

The most common type of interview for assessment is a job interviewbetween an employer

and an applicant. The goal of such an interview is to assess a potential employee to see if

he/she has the social skills and intelligence suitable for the workplace. Similar interviews are

also used for admissions to schools, allotment of grants, and other areas. In most developed

countries, rules and regulations govern what can be asked in these interviews.

Highly personal questions and those unrelated to the job at hand are forbidden, as are

questions which invite discrimination ("do you plan to start a family?"). However some

interviewers tend to ask such questions in order to see how the interviewee reacts and if (s) he

is able to elegantly avert the question. Such interviews can be brief fifteen-minute affairs or

they can stretch for many hours even over a series of days. Another important type of interview

is the psychological one that can be divided into three forms: structured, semi-structured and

non-structured.

INFORMATION

These interviews are used by journalists, law enforcement, and private investigators. A recent

technological trend in journalism interviewing has been the rise of e-mail interviews. These

interviews differ from traditional telephone and face-to-face interviews in that interviewees can

have more time to formulate a written response.

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A good interview results from

Proper preparation.

Identifying the candidates abilities before discussing

the position.

Asking a series of open ended questions.

Evaluating interviewing results.

Good interview questions start with job description (analysis).The job description includes

tasks, responsibilities and requirements. Those who currently perform the job should create it.

This will reduce the inaccuracies and increase the interviewers awareness of the actual job

duties. It should further:

Determine the competencies needed for

successful performance in the job and then rank them respectively.

Prepare questions hat measure each defined

competency.

Establish an evaluation method for the results.

4.1.5.1. THE OVERALL INTERVIEW PROCESS

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THE PRE INTERVIEW PREPARATORY PHASE:The pre interview phase

includes few things to be done for ensuring effectiveness of the total operation so as to avoid

any mistakes, which adversely affects the whole interview process. It states:

Use the data of job analysis to

determine the requirements for effective performance of the job and the criteria by

which these may be identified and assessed. These data provide the foundation for

the whole selection process.

Determine acceptable entry levels for

new staffvis - a vis the job requirements for fully effective performance.

Use other tests and information to

supplement the evidence provided by the interview. Any other selection methods

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PRE INTERVIEWPREPARATORY PHASE

THE INTERVIEW ITSELF

THE POST INTERVIEW

ASSESSMENT AND DECISION

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used need to be validated, i.e. shown to improve the predictive quality of the

process.

Decide the panel of interviewers .

When an interview board is used the membership should be the smallest number

necessary to fulfill the task.

Pay particular attention to all-

important environmental details such as time, place and setting to enable candidates

to feel as comfortable as possible.

Produce a coverage plan designed to

provide the maximum possible significant information.

When interview boards are held,

discuss and agree the objectives, criteria, the coverage plan and the areas that each

board member will cover.

THE INTERVIEW:

The interview process should:

Concentrate initially on establishing a

sympathetic, productive atmosphere to encourage candidates to talk freely.

Begin with introduction and a brief

explanation of the purpose and scope of the interview.

Follow the broad chronological,

systematic coverage plan throughout in order to ensure a comprehensive coverage.

Deviations are likely to create gaps in the information obtained.

In board interviews arrange for each

interviewer to interview in turn.

Pay utmost attention to the form of

question, i.e.:

Concentrate on acquiring as much evidence as

possible of potential ability to do the required job, based on the facts

of past behavior and achievements.

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In general avoid hypothetical questions,

especially those which have no bearing on the job. They can only

produce hypothetical answers.

Use a simple open question form which does

not imply answers.

Be constantly alert to possible effects of the

interviewees non-verbal behavior and manner and possibility of misinterpretation of

intentions by candidates. Be a little sympathetic and avoid extremes of coldness.

Place information in perspective .

POST INTERVIEW ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies. The selectors should

assess the suitability of each individual candidate instead of comparing the merits of

candidates. It should:

Systematically assess the evidence obtained

in the light of the job requirements.

In assessing evidence concentrate on solid

facts of past behavior as indicators of motivation, attitudes, values, personal qualities

and abilities and in sum of potential to do the job. There is a little correlation between

the behavior and likely behavior in the actual environment and conditions of work.

In the assessment process take account of all

available evidence. The documents are very useful when written by the authorities

competent to confirm the facts of past performance. They are of much more doubtful

value when they purport to assess suitability for employment because of the

likelihood of bias and the writers probable lack of direct knowledge of the job

requirements.

KEY INTERVIEWER SKILLS:

LISTENING

BODY LANGUAGE SENSTIVITY

COMMUNICATION STYLE

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QUESTIONING

1. LISTENING: Most people arent good listeners. A good listener encourages positive

results. We listen best when there is a pay-off or a penalty. Personal listening awareness is the

key to constructive change. It should be kept in mind that work and listening are inseparable

and lazy listening is hidden cost in business. We tend to equate listening with hearing and

that is simply not the case. Good listening implies heightened awareness of what you hear,

accurate reception of the information presented to you and integration of information in such a

way that it is useful.

Four key elements of listening:

a. Focus

b. Empathy

c. Emotionalism must be avoided

d. Feedback

2. BODY LANGUAGE: Some common aspects of non verbal communication (Body

Language) include following which can help in knowing what signals you are giving or you

can deliberately send the signals you want to.

Arm Barriers: The most common of these is when the arms are folded across the

chest, thus protecting the bodys vital organs and consequently signifying a defensive action. If

the fists are clenched, the person is holding him/herself back (temporarily). A disguised arm

fold is when one hand moves across the body unnecessarily to adjust a watchstrap or cuff.

Hand to Face Gestures: A very common hand to face gesture is when the speaker

places a finger or fingers in front of the mouth when speaking which is interpreted as an

untruth being told when the speaker is rather embarrassed about speaking it. The movement

may be traced to an action of wanting to say the words but at the same time, hold them back

with the hand. The result is incongruence and rising of suspicion.

If the hand is placed to the cheek, with the forefinger pointing up, often accompanied by a

slight tilting of the head, this suggests that the listener is in fact listening and taking account of

what is said normally a good sign.

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Postures: The set of body whether rigid or relaxed gives immediate signals of

reaction and can be accompanied by other non-verbal signals. A forward facing posture with

hand obviously placed in the pockets deliberately suggests a power approach.

Sitting and Sitting Postures: How the other person is sitting can give us some good

indications of their attitudes. Reversing the chair and sitting, leaning over the back can indicate

power and control; slumping (with arms folded or clasped in the lap) may suggest dejection or

submissiveness. The square-on position behind the desk, with the person leaning forward on

the desk with the hands placed downwards on the desk and a stern look on the face must

signify an aggressive attitude. This is the most consciously noted non-verbal signal.

3. DIFFERENT TYPES OF QUESTIONING: The different types of questioning methods

are:

o Questions to avoid

o Open vs. Directive vs. Close ended

o BEI (Question Cycle Method)

o Probing

Questions to avoid : Dont ask multiple questions, dont ask leading questions,

which give the candidate hints about the kind of answer you want and also dont ask no-win

questions. By restricting answers to areas that show the candidate would do something wrong,

you wont find what they naturally would do. Think carefully before asking clever questions

as an experienced candidate would give impressive answers but if their answers past

performance questions dont show their strengths, this type of question is unlikely to reveal

them.

Open-ended vs. Directive vs. Close-ended Questions : Open-ended are those that

do not define the scope you should take (i.e., how many and what kinds of experiences to

discuss). Openended questions have more room for creativity. Examples of open-ended

questions are: What do you know about our company? , What are your strengths and how do

you relate to our company? Or what are your biggest accomplishments; work non-work during

the past few years?

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Direct Questions are used to gather the data that is factual and objective. These types of

questions do not probe into the values and ideas of the candidate. Examples of direct questions

are: With your background, what makes you think you can do this job? Or Are you sure you

want this job?

Close-ended Questions are those types of questions which will have answers either yes or

no.

Behavioral Event Interviewing : Behavioral based interviews use questions

allowing a candidate to tell stories about experiences. The objective is to select and probe for

competencies which will result in more effective selection decisions. It includes probing for

critical events and specific competencies. Also deciding what data is valid and predicts future

success in the job.

The question cycle method is well accepted in the industry today. It includes setting scene

questions, asking past performance questions, what-if questions, then more detailed and other

questions and lastly giving information about the company and the job.

Probing : Thekey to getting candidate to talk openly is to ask probing questions.

The main purpose of probing is to simultaneously track what the interviewee is saying without

direction and constantly following all leads that help reach the objectives of the interview.

4.CONCLUDING THE INTERVIEW:Towards the closing of the interview leave time to

answer any questions the candidate may have and if appropriate advocate your firm to the

candidate. Try to end all interviews on a positive note.

4.1.5.2. TIPS FOR CONDUCTING SUCCESSFUL INTERVIEWS

Your business' survival depends on hiring the right people. But finding the best employees can

be tricky, and if you don't have the right interviewing skills, you risk losing a brilliant

candidate or worse hiring a person that's not qualified for the job. And in a competitive

job market, conducting effective interviews is more important than ever. While you're sizing up

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a candidate, that person is also considering you as a potential employer. Here are some tips to

help you effectively screen the candidate, make a good impression and ensure that the

candidate gets the information they need about the job and your company.

Understand the purpose of the interview. Hiring the right person is the goal of

interviewing, but not necessarily the purpose of an interview. An interview is your

chance to collect information about the candidate sitting in front of you. It's your

opportunity to find out if the applicant is qualified for a particular job, if they are truly

interested in the available position and if they fit your company's culture.

Rethink your interviewing strategy. General questions like "Where do you see

yourself in five years?" won't tell you much about the candidate sitting in front of you.

That inquiry and many other standard interview questions sidestep what you really

need to know - how the person will perform in a specific role. To find and hire smart

employees you have to adopt smart interviewing tactics that uncover a candidate's

abilities, talents, strengths and weaknesses.

Develop a list of desired skills. You can't formulate insightful questions until you

know what skills to look for.

Create a list of interview questions. After you develop a list of skills, put together a

list of interview questions that will help you learn more about the candidate. Construct

open-ended questions that invite candidates to share information and talk about their

experiences. Today, many interviewers use behavior-based questions to discover how a

person handled a situation in the past and to determine how they'll react to a similar

situation in the future. Try posing questions such as "Tell me about a time that you

missed a project deadline. What happened and how did you manage the problem?"

Check your list twice. Review your list of interview questions. You should have a

good mix of opinion-based, credential-based, experience-based and behavior-based

questions that will provide a complete view of the candidate's background and

personality.

Tell the applicant about the interview format. After you introduce yourself, put the

candidate at ease by telling them the basic structure of the interview. You want them to

relax, speak freely and provide detailed answers to your inquiries.

Prepare for questions. Make sure you have adequate information about the company

to answer a candidate's questions. They may ask about your business' core functions,

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number of employees, future plans, culture or a variety of other things. Bring a media

kit to the interview, or prepare a fact sheet that lists relevant company data and history.

Take notes. Interviewing requires superb listening skills, but listening isn't enough.

Capture the details of the interview on paper to jog your memory, noting key actions

and outcomes. Taking objective notes and recording responses will help you compare

candidates when it's time to make a hiring decision.

4.1.6. EVALUATION AND SELECTION:

Continual monitoring of your recruiting process will lead to better hires. When you identify an

issue in your process, adjust your programs accordingly. In addition to tracking traditional

metrics such as time-to-fill and cost-per-hire, make sure you take into account ways to

measure some of the intangible metrics, such as quality of hire and retention. Keeping track of

your recruiting and retention successes and challenges will help you fine tune your program

into an effective and efficient hiring system that your whole company can embrace.

Evaluation requires a total comprehension of the job and of the candidate and of their

relationship to each other. A very important concept that the recruiter should be aware of at the

time of evaluation and selection is that of Bad Recruitment. While doing a recruitment it

should always be kept in mind that it does not turn out to be a bad recruitment.

Bad Recruitment

The entire effort, time, cost and resources that are spent in the recruitment process, go wasted

if the recruitment turns out to be a bad recruitment. A bad recruitment is one where the hired

candidate is not able to do justice to the role/job assigned to him/leaves the organization very

soon/the cost of recruitment is higher than the value addition that the new employee is

expected to do in the organization etc. In such a scenario the entire purpose of recruitment is

defeated, hence at the time of recruiting the HR manager should all the time have at the back

of his mind that his recruitment should not turn out to be a bad recruitment.

Bad recruitment occurs in 3 situations:

Cannot do: The person lacks the skills required.

Will not do: The person lacks attitude.

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Does not know what to do: The person lacks the knowledge.

Cost of Bad Recruitment

1. Direct Recruitment Costs Advertising Travel and stay Time costs of people concerned

2. Induction Costs

Administrative costs Relocation costs

3. Stabilization Costs

Learning time Mentoring and Team time

4. De Motivation Costs

Unproductive time Other people leaving Team loss

5. Client Related

Internal/External Client loss

Future business loss

6. Leaving Costs

Other people leaving Redundancy costs Handover costs

Why Bad Recruitment Occurs?

Recruitment has acquired immense importance in todays organizations. Organizations have realized th

Value of human capital and its role in their development. Recruitment is the first step in the process o

acquiring and retaining human resources for an organization. In todays rapidly changing busines

environment organizations have to respond quickly to requirements for people.

Bad recruitments affect the company and the individual. The wrong person doing the wrong job i

harmful to the companies. Yet in all cases, the cause of the bad recruitment can be traced to one of th

following reasons:

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Poor analysis of job function.

Poor analysis of necessary personality skill profile

Inadequate initial screening

Inadequate interviewing techniques

Inadequate questioning techniques

Poor utilization of second opinionsReferences were not checked

Other issues like Halo Effect, Stereotyping, Similar-to-me Effect, First Impression, and

Leniency Errors, etc should also be evaluated.

5. RECRUITMENTS AT REL

At Reliance Energy Ltd. recruitments are done under two categories these are on permanent

rolls and on contract rolls. By permanent rolls it is meant recruitments that are done on the

payrolls of REL and by the term Contract rolls it is referred to as Fixed Term Recruitment.

These fixed term recruitments are also known as contractual recruitments; it is a process

wherein certain categories of employees are recruited on for a specific project for a specific

period of time. At REL people are recruited on contract through Utility Powertech limited.

Recruitments at REL

Permanent Employees/

REL rolls

Fixed Term/

UPL rolls

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UPL stands for Utility Powertech Limited; it is a joint venture between National Thermal

Power Corporation (NTPC) and Reliance Industries. The recruitments that are done on the

payrolls of UPL are known as Fixed Term Recruitments. By fixed term we generally mean

for a fixed term of one year or two year as the case maybe. After the expiry of subsequent term

of a particular candidate, the contract is renewed with the employee incase his performance is

considered good, otherwise the services are terminated as per the expiry of the contractual

period.

5.1. REL chooses to recruit on contract rolls for the following reasons:

1. The purpose for recruiting on contract is to meet the need of contract manpower requirement

with respect to various projects on the basis of qualification, experience and tenure. Reliance

Energy is a project based organization and these projects last for fixed term viz-a-via the

tenure of manpower requirement is also for fixed tenure.

2. REL has very high standards as far as its recruitments are concerned, thus at times when it

becomes difficult to find qualified people and when pressing deadlines have to be met for

completion of projects, people are recruited on fixed contractual term to fulfill the urgency.

3. Another reason for contractual recruitment is HR Budgeting.

4. It helps view a person from a touch-me-not distance and then decide that if the

organization requires the person on permanent rolls or not.

5.2. Recruitment Procedure for UPL rolls

Step1.Manpower requisition form is filled up by the HOD of a department, where a vacancy

arises or a new position has to be created and filled up as early as possible.

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Step2.The HR department begins sourcing CVs from various sources like consultants,

referrals and Naukri.com.

Step3.The collected CVs are screened and the suitable candidates are called for an interview.

Step4. In case of fixed term recruitments there is only one technical round of interview, if the

candidate qualifies that he has to go through the HR round i.e. mainly to see the stability of the

candidate and negotiate his salary.

Step5. Preparation of Approval note & necessary sanctions for the selected candidates.

Step6.The candidature application is then sent to UPL for generation of appointment letter.

Step7.The candidate has to complete the joining formalities at the UPL office so that he can be

inducted in the organization.

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5.3. Recruitment Procedure for Permanent rolls

YesNo No

Yes

No

Yes

YesNo

Yes

No

Yes

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A departmenthead raises arequisition

The concerned headfills the manpower

Once the approval is given HR teamsits with the concerned department

head/team and finalizes the datewithin which the requirement is to be

HR invites CVs and shortlists the same

The short listed candidates areinformed of the selection processvenue and time at least 48 hrs in

Has theshort listed

candidateturned upon time for

theselection

process

The candidate goes through the first

level of Interview

The candidate fills upthe application blank

The candidate goesthrough the second

Has the candidate

qualified the first

round of Interview?

Has the

candidatequalified thesecond levelof Interview

The candidategoes through a

round of HR

Has thecandidate

qualified theHR

interview?

HR decides the source of CVs (Ads,Referral, Consultant, Job Portals)

I

I

I

I

I

I

I

I

Are 3 roundsof interview

over?

The concerned requisition then goes to

the CEO/ED/D (O) for the position

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Yes

No

No

No

Yes

No

YesYes

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His/hercandidatur

e is notconsidered

HR issues anappointment letterwithin 15 workin

Has thecandidate

come to takehis

appointmentletter on the

due date?

Has the candidate

reported for work

on the specified

date?

I

I

HR checks hiscredentials

through referrals

Are thecredenti

alsauthenti

c?

I

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Step1.The entire process begins with the departmental head raising the requisition. This could

be in the form of filling up a vacant position or creating a new position.

Step2.The departmental head then fills a manpower requisition form.(refer annexure)

Step3.The concerned requisition goes to the CEO/ED/D (o) for the position approval.

Step4.Once the approval is given the HR team sits with the concerned departmental head

/team and finalizes the date within which the requirement is to be filled and discusses the

skills/experience and the kind of candidate required.

Step5.The HR begins sourcing the CVs from various sources like consultants, Job portals,

Advertisements, referrals etc.

Step6.The HR then screens the CVs and intimates the time, date and venue to the short listed

candidates at least 48 hours in advance.

Step7.Every candidate whos CV has been short-listed has to go through at least 3 rounds of

interviews, before the final decision to hire the candidate is made.

Step8.The candidate would be asked to fill up a Personal History Form at the time of

interview.

Step9.The first round of interview is conducted by a panel comprising of 2-3 members, this ismainly the technical round where the candidates overall knowledge and expertise are judged.

Step10.After a thorough technical screening, the candidates are interviewed by the Directoroperations [D(O)], he interviews them and decides the candidates overall suitability in the

organization. In REL no permanent recruitment takes place without an interview with the

D(O).

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END The candidate is formally

The employee submits the necessary documents withHR and fills up the joining doc. s/he also undergoes a


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Step11.Once the candidate is recommended by the D(O,there is an HR round where the salaryof the candidate is negotiated. This is done by the HR office, Noida.

Step12.After the salary negotiation, the Noida Office sends the candidate details to theCorporate Office Mumbai for reference check and for generation of appointment letters.

Step13.The Corporate Office Mumbai, after conducting a reference check generatesappointment letters and dispatches the same.

Step14.The selected candidates are expected to join the organization within 15days ofreceiving the appointment letter. They are required to undergo a complete medical check-up

before joining REL and submit a copy of the same at the time of joining.

Step15.Retention and Updating of the Records.

Retention Of Records:

All records of selection processes of hired candidates are retained in his/her personnel file.

All records of selection processes of rejected candidates are also retained for a period of oneyear from the day on which the candidates last recruitment process was held.

These records are cleared at the end of one year after scrutiny.

Updating Of Records:

The detail of every employee who has been hired has to b

updated within five working days of the date on which his appointment letter has been issued.

If the new hire fails to turn up on his/her first working daythis is added to his records within three working days from the date on which he was supposed toreport to work for the first time.

The details of the employees who have finally joined

Reliance Energy Limited has to be added to Company Database on the same working day when s/he

first reports to work,all these records are saved in a particular format known as ADA (AnilDhirubhai Ambani) format ,this is a common format followed by all ADA enterprises.

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6. HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Human Resource Information System or Human Resource Management Systems (HRMS)

shapes an intersection between Human resource management (HRM) and information

technology. It merges HRM as a discipline and in particular its basic HR activities and

processes with the information technology field. It is a systematic procedure for collecting,

storing, maintaining and validating data needed by an organization about its human resources,personnel activities, and organization unit characteristics.

HRIS is a fast growing area of HR due to the technology driven culture we live in. HRIS are

software systems that are designed to make the process of HR record keeping much more

effective and efficient. The systems are created to hold employee information, and they can

span from just payroll systems to broad relational databases that hold a variety of employment

information. A key benefit to computerized records is the ability to run reports and connect

data. In a company without a formal HRIS system, you'll find HR professionals utilizing

Access, Excel, or manual filing systems to track and maintain the needed information

concerning employees.

Traditionally, human resources departments relied on multiple programs in each department.

An HRIS integrates all of these programs through a common database and single-user

interface. An HRIS combines separate HR systems into a centralized database that performs

the majority of HR transactions.

6.1. Role of Human Resource Information System

HRIS is a much more dynamic concept than the traditional personnel functi

223 Recruitments & Human Resource Information System Practices at Rel

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