My hr Suzlon.doc

WINTERReport

On

“ANALYTICAL STUDY OF RECRUITMENT PROCESS”

WITH REFERENCE TO

SUZLON ENERGY LTD(GODREJ MILLENIUM, KOREGAON

PARK PUNE- 411001)By

MBA Batch I

Sinhgad Institute of Business Administration & Research

Kondhwa BkPune - 411048

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Table of Contents

Chapter.

No.

Chapter Title Page no.

1 Introduction of Study 9-10

2 Company Profile 12-21

3 Objective of Study 23-24

4 Review of Literature 26-55

5 Research Methodology 57-62

6 Data Analysis & Interpretation 64-83

7 Observation and Findings 85-86

8 Conclusion & Suggestions 88-90

9 Bibliography 92

10 Annexure 94-100

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Executive Summary

Introduction:-Effective employee requirement is of utmost important in today’s

scenario. Its hard to overemphasize the important of effective

recruitment. Recruiting is more complex activity than it seems to be.

The scope of the project is nothing but actually functional area covered

by the study of ‘Recruitment’ process at “Suzlon Energy Ltd.”

Company Profile:-Suzlon has its turnover of 21000 crores. Its major product is Wind

Turbines. It also has a wide range of capacitors, AC, Wind Turbine

Systems, and Generators. Employee Strength of Pune Unit Koregaon

Park is 350 employees.

Objectives of the Project:-

Following are the main objectives of the project as under.

To study the concept of recruitment in depth.

To study the entire recruitment process in Suzlon Energy Ltd.

To find out the deficiency and loopholes in the operations of the organization.

To give necessary suggestions for the betterment of the recruitment process of Suzlon so as to make it more effective.

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Review of literature:- Review of literature is nothing but through information about

Recruitment, recruitment process in Suzlon. It is a theoretical part of the

project as well as gives practical approach of the project.

Research Plan:-Research Plan helped to systematically solve research problems; it may

be understood as a science of studying how research is done

scientifically.

The main aim of undertaking this summer project was to study, in depth

the recruitment practices carried out at Suzlon Energy Ltd.

There are two types of data used for research purpose.

Data Collection :-

Primary Data:-Primary data is collected by means of structured questionnaires. Some

questionnaires are sent amongst different levels in the organization.

Secondary Data:-Secondary data is collected through company profile, company sites, and

company brochures.

The sample size of my research is 10 employees of Suzlon with a

population of 80 people in the organization.

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Data Analysis and Interpretation:-The tabulated data is analyzed using statistical tool, pie chart. A detailed

interpretation is drawn from the pie-charts which was very useful in

updating the recruitment procedure.

Major Findings:-

In this chapter, I have observed that, the company has applied

strong policy to use in Recruitment process. The major findings

were as follows :-

1. Recruitment is essential to discover potential applicants for actual or

anticipated organizational vacancies. Thus recruitment procedure is

designed to be objective oriented and as per the need.

2. In order to attract, deploy, retain or recruit the talent required for building

and organization, company aims at recruiting those who are fit with work

culture of certain job profile in a certain company may be an MNC.

3. Recruitment in suzlon is cost effective, time effective, interview is

probably the most widely use tool.

4. The average time for recruitment process is 2 weeks to 2 months from the

initial requisition period.

5. Review and planning are also important aspects of recruitment and

managing the people by tangible grade point scales strictly follows it.

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Suggestions, Recommendation & Conclusion :-Following are the suggestions and conclusion of the study of

recruitment process as under :-

1. Effective communication being the important and critical requirement for

healthy and working environment so it should be provided to new

employed candidates. As well inter departmental complexities be

reduced.

2. The company being vast, number of search engine portals should be

increased.

3. Efficient formulation of methodologies be done to retain manpower as

attrition rate of employees is high in company.

4. Time span between interview schedule and steps of selection till job offer

should not be delayed so that critical positions can be filled within limit.

5. The existing recruitment procedure is effective and efficient.

6. The company’s priority reduces the probability that job applicant, once

recruited and selected, will leave the organization after a short period of

time.

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INTRODUCTION OF

STUDY

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CHAPTER – 1

Introduction of Study

Introduction of Study:-

Recruitment is the process of acquiring the right type of person.

Recruitment is one of the basic functions of Human Resource Department.

Recruitment is the process of developing a pool of qualified applicants who are

interested in working for organization and from which the organization might

reasonably select the best individual or the individuals to hire for the

employment.

Purpose of the Study:-

Recruitment is the most important element in any organization’s management

of people because it is not possible to optimize the effectiveness of human

resources, by whatever method, if there is a less than adequate match. The

purpose of recruitment is to match people to work.

Scope:-

Scope of recruitment provides permanent, contract and temporary staff for

organization. It helps organization to find out the qualified and skilled

jobseekers that will help to improve the strategy of organization. Good

recruitment is a solution for productive organization. The extent of recruitment

differs from organization to organization according to their size, employment

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condition, ability of the organization, salary, benefit packages offered, growth

rate etc.

Nature of Work :-

At Suzlon Energy Ltd the work done by me was very analytical. There was a

thorough study of the topic ‘Recruitment Process’.

Through the review of literature I had referred various books based on this

topic. Initially there was a study on what is exactly Recruitment Process.

Then the next step was its importance, types, procedures, the Company Profile.

Framing of the Objectives of Study was the most important part of this project

work. Based on these objectives the essential theoretical literature was framed.

Then came the practical part which was to be studied by personal discussion

with the HR Executive of Suzlon and with the HR staff of Suzlon i.e. the actual

process of Recruitment Process carried out at Suzlon.

Here the study was on the importance of Recruitment of Suzlon, the actual

method which is used at Suzlon for carried out, the results of their process, etc.

Then there was the research methodology based on this topic i.e. what is the

meaning of Research Methodology, the process of research methodology, data

collection (the secondary data was collected), sampling, etc.

During this actual Questionnaires were circulated to the employers as well as to

the employees of Suzlon. After research methodology was completed the

actually collected data was analyzed and then interpreted in a particular format.

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Based on the data interpretation done after the questionnaire, the results were

studied and then actual process of Recruitment at Suzlon was analyzed.

Then the suggestions on these observations and findings were done. These

suggestions were important for the improvement in the Recruitment Process at

Suzlon.

At the last conclusion were drawn on the topic.

Importance:-

Recruitment is a very important stage as the success of any organization largely

depends upon the team of skilled and qualified workers it has. In recent

changing business environment, organizations have to respond quickly to

requirement for people. Hence it is important to have well-defined recruitment

policy in place, which can be executed effectively to get the best fits for the

vacant positions. Selecting the wrong candidate or rejecting the right candidate

could turn out to be costly mistake for the organization.

Limitations:-

The main limitation was the time bound. Due to the period being of eight

weeks, it was not possible to practically help in the whole recruitment

procedure of the organization.

Another limitation was the unavailability of the Managers (Recruitment)

due to their busy schedules likewise for Drives, Walk-Inns, and Meetings

of the organization.

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COMPANY PROFILE

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CHAPTER – 2

Company Profile

Suzlon Energy Limited is one of the pioneers in the wind energy industry. The

company has come to the fore of the business by strategically focusing on

innovation and research an integrated value chain, and entering into emerging

and high growth markets to drive sustainable growth.

Given the truly global nature of its business, Suzlon has established a

Group management center in Amsterdam, Netherlands, and manages its

international marketing effort out of Aarhus, Denmark, while runs its India

operations out of Pune, India. The company's global spread reflects in its

projects portfolio - extending across Australia , Brazil , China, India, Italy ,

Portugal, South Korea and the United States .

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Suzlon is a market leader in Renewable Energy Resources segment. It

specializes in providing total solutions in Wind Power Generation with

cohesive integration of consultancy, design, manufacturing, installation,

operation and maintenance services. For its contribution in the wind energy

sector, the World Wind Energy Association has awarded Suzlon.

Origin:-

The origin of Suzlon Energy Limited can be traced back to 1995, when its

founder “Tulsi Tanti” incorporated the company and entered renewable energy

segment. Suzlon started its journey with a small project to supply wind turbine

generators for a 3.34 MW windfarm project in Gujarat, India. Since then,

Suzlon has not looked back and today it ranks as the world's 5th leading, and

India's and Asia's leading manufacturer of wind turbines, with over 2,000 MW

of wind turbine capacity supplied in India and across the world.

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Mission and Vision: -

1).Mission: -

Suzlon has developed and implemented several large-scale windfarms

throughout India. In Vankusavade, Maharashtra Suzlon has developed a

windfarm that is stretched over 29 km of rugged mountainous terrain averaging

over 1,000 meters above sea level. This windfarm has 566 WTGs and has an

installed capacity of over 205 MW. Vankusavade windfarm successfully

demonstrated the viability of large, utility-scale windfarms in India. In

Sanganeri, Tamil Nadu, Suzlon is developing a windfarm with a planned

capacity of over 500 MW. Similarly, in Dhulia, Maharashtra, Suzlon is

developing one of the largest windfarms of its kind in the world with a planned

capacity of over 1,000 MW once complete.

2). Renewed Vision: -

Its renewed ‘vision’ is to rank among Top three wind players in the world

and to be among leaders in European markets.

Suzlon has presence in all the major international markets. United States,

the largest market for wind energy worldwide forms Suzlon's largest market

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outside of India. Suzlon has also received major orders from Australia, Brazil,

China, Italy, Portugal and South Korea. In terms of global footprint, Suzlon's

global team is spread across four continents: Europe, North America, Asia, and

Australia. Suzlon has its international business headquarters in Denmark,

Global Management Center in Netherlands, and research and development

centres in Germany, and Belgium. In North America, Suzlon has its US

corporate headquarters in Chicago, Illinois and has offices across the continent

to provide marketing, projects and service support. In Asia, Suzlon has

presence in India and China. Suzlon's office in Melbourne, Australia is

responsible for sales, marketing, project implementation and service support for

the emerging Asia Pacific Market.

History of the Company:-

The Suzlon story began in 1995 with just 20 people; and in a little over a

decade has become an epic. A company of over 13,000 people, operations

across the America, Asia, Australia and Europe, fully integrated manufacturing

units on three continents, sophisticated R&D capabilities and market leadership

in Asia, ranked 5th in terms of global market share.

The seeds of the idea that became Suzlon was sown by Mr. Tanti’s venture into

the textile industry just as it began in its booming years.

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Suzlon began with a wind farm project in the Gujarat state of India in 1995 with

a capacity of just 3 MW and has, at the end of 2007, supplied over 7,500 MW

world over. Suzlon has grown more than 100% annually and registered a 108%

growth, in the financial year ended 2007 - over twice the industry average - in a

supply restricted environment.

Today Suzlon is being ranked the 5th leading wind power equipment

manufacturer with a global market share of 10.5%. The company seized

market leadership in India over 8 years ago, and has consistently maintained

over 50% market share, installing over 3,000 MW of wind turbine capacity in

the country.

Suzlon Products: -

1). Wind Turbines:

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Suzlon’s product line is a clear reflection of its strategy to focus on developing

products customized not only to the local geography and wind regime, but also

the individual needs of each customer.

Suzlon’s current product range includes wind turbine generators in capacities

from 350 kW to 2.1 MW, the largest example of a wind turbine manufactured

and exported from Asia. Suzlon offers its turbines in customized versions for

installation in a variety of climate ranging from hot, dry deserts to humid

coasts, to near-freezing plains.

Suzlon has driven a focused effort to make wind turbines more reliable,

consistently delivering availability rates beating global standards, higher than

95% on an average. The latest examples in Suzlon’s product line-up are the S52

- 600 kW and S82 - 1.50 MW wind turbines.

The S52-600 kW turbine is specially designed to deliver high-performance in

the low-to-medium wind regime prevalent across most of India.

The design incorporates Suzlon innovations starting from blades manufactured

using state-of-the-art Vacuum Assisted Resin Infusion Molding technology, to

a unique Micro Pitch system, advanced controls, and the highest hub-height in

its class, all leading to a robust, reliable and efficient product which generates

high-quality grid-friendly power with negligible harmonics.

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2).Other Products:-

Suzlon has also a wide range of capacitators , AC , Generators , Wind Turbine

Systems , etc. unlike many such products .

3). Growth: -Looking for growth not just in India, but across the world, Suzlon looked past

traditional markets for wind energy, and entered new and emerging high-

growth markets. This step has success in the rapid global expansion of Suzlon’s

business with orders from Australia, Brazil, China, Italy, Portugal, Turkey and

the United States.

4). Work at Suzlon: -

Harnessing wind energy is striking the perfect balance between nature and

technology. In people, it is about the right mix of the individual and the

organization. Each of our 13,000 employees put together helps us raise the

performance bar in professionalism, opportunity, responsibility, belongingness

and accomplishment.

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The turnover of our company is 21000 crores, leading manufactures of

wind turbines.

Major Achievements of Suzlon: -

Fifth leading wind turbine manufacturer in the world with over 6% ofFifth leading wind turbine manufacturer in the world with over 6% of

market share.market share.

Won the Best Manufacturer by the World Institute of SustainableWon the Best Manufacturer by the World Institute of Sustainable

Energy.Energy.

Received the ‘ IPO of the Year’ honor from the Euro money AndReceived the ‘ IPO of the Year’ honor from the Euro money And

Ernst & Ernst &

Young-backed Renewable Energy Finance ForumYoung-backed Renewable Energy Finance Forum

Awarded by the World Wind Energy Association for its contributionAwarded by the World Wind Energy Association for its contribution

inin

the wind energy sectorthe wind energy sector

Collaboration of Company: -Collaboration of Company: -

Suzlon is collaborated with following Companies as follows:

1. ABB LTD

2. ALFA LAVAL

3. ATLAS COPCO

4. BHARAT EARTH MOVERS

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5. BHARAT ELECTRICALS.

6. BHEL

7. CARBORUNDUM UNIVERSAL.

8. CROMPTON GREAVES

9. CUMMINS INDIA

10. LARSON & TOUBRO

11. SIEMENS

12. TATA HONEYWELL

13. THERMAX

14. VOLTAS

15. FINOLEX CABLES

16. PRAJ INDUSTRIES

17. ENGINEERS INDIA

18. PUNJ LLOYD.

Hierarchy Levels in Suzlon Energy LtdOrganization Hierarchy

Group Group Group (I) (II) (III)

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Sr.Manager Assistant Manager/ Engineer /& Above Manager Exe.Engg / Engg.

Level C

Level Level A BSr. Manager( M-6, S-1)

GM & Above DGM/AGM (S-4 & Above) (S-2, S-3)

Level Level D E

Dy. Mgr /Asst Mgr Technician Sr. Engg ,Engg Worker Exe. Engg Accountants (M3,M4,M5) (M0- M2)

HR Structure

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CHRO

HR HeadCorp & Shared

Services

HR HeadMBU

HR HeadTechnology

Recruitment PMS and C & B

Training and MD

HR HeadIndia Business

HR HeadInternational Business

Chairman and Managing Director: - Tulsi R. Tanti

Chief Executive Officer:- Toine Van Megen

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OBJECTIVE OF STUDY

CHAPTER – 3

Objective of Study

Objective of Project: - Recruitment is one of the major happening in Suzlon Energy Ltd. Whenever

there is a need, candidates are recruited and selected through various sources

according to the need of the organization.

The objective of this project is to analytically study the recruitment process

in. Suzlon Energy Ltd. and suggest improvements based on the internal

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feedback, so as to ensure that kind of people are selected for the right job at

the right time so that ultimately the organizations goals are achieved.

Objectives: -

1. To study the concept of recruitment in depth.

2. To study the entire recruitment process in Suzlon Energy Ltd.

3. To find out the deficiency and loopholes in the operations of the organization.

4. To give necessary suggestions for the betterment of the recruitment process of Suzlon so as to make it more effective.

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REVIEW OF LITERATURE

CHAPTER – 4

Review of Literature

“Right people at Right place”

An organization’s success entirely depends upon the work force it has and the

way in which it performs. Hence recruitment and selection form an important

part in every organization.

Recruitment is the process of developing a pool of qualified applicants who are

interested in working for organization and from which the organization might 276

reasonably select the best individual or the individuals to hire for the

employment Recruitment process makes possible the management to acquire

right people at right place for carrying out the operations of the organizations

effectively and smoothly.

Theoretical Framework:-

Recruitment:-

To be hired.” Recruitment forms the first stage in the process which

continues with selection and ceases with the placement of the candidate. It is

the next step in the procurement function, the first being the manpower

planning. Recruiting makes it possible to acquire the number and types of

people necessary to ensure the continued operation the organization. Recruiting

is the discovering of potential applicants for actual or anticipated organizational

vacancies. In other words. It is a ‘linking activity’ bringing together those with

jobs and those seeking jobs.

As Yoder and others point out: “Recruitment is a process to discover

the sources of manpower to meet the requirements of the staffing schedule and

to employ effective measures for attracting that manpower in adequate numbers

to facilitate effective selective selection of an efficient working force.”

Accordingly, the purpose of recruitment is to locate sources of manpower to

meet job requirements and job specifications.

Features:-

Recruitment has been regarded as the most important function of

personnel administration, because unless the right types of people are hired, 277

even the best plans, organization charts and control systems would not do much

good. Flippo views recruitment both as ‘positive’ and ‘negative’ activity. He

says, “it is a process of searching for prospective employees and stimulating

and encouraging them to apply for jobs in an organization. It is often termed

positive in that it stimulates people to apply for jobs to increase the “hiring

ratio,” i.e. The number of applicants for a job Selection, on the other hand tends

to be negative because it rejects a good member of those who apply, leaving

only the best.

Some of the important points regarding recruitment as follows:-

Factors Affecting Recruitment :

All organizations, whether large or small, do engage in recruiting

activity, though not to the same extent. This differs with:

(i) The size of the organization:

(ii) The employment conditions in the community where the organization

is located:

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(iii) The effects of past recruiting efforts which show the organization’s

ability to locate and keep good performing people:

(iv) Working conditions and salary and benefit packages offered by the

organization-which may influence turnover and necessitate future

recruiting

(v) The rate of growth of organization:

(vi) The level of seasonality of operations and future expansion and

production programmed and

(vii) Cultural, economic and legal factors, etc.

Steps of Recruitment Process : -

Every manufacturing company will have to recruit sufficient number of

workers in the company and clerical staff in the offices. The responsibility

of appointing the staff lies with the personnel manager or recruiting officer.

Recruitment is the basic function of the personnel department.

Recruitment procedure involves the following steps.

Recruitment Cycle :

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Detail Knowledge of the vacancy - Job Description & Specification Sources - internal - employee reference or advertising, outside agency Screening of the candidates Interview Reference check Selection

1. Human Resource Planning: -It is the first step in recruitment procedure in which the personnel

department has to plan for recruiting persons in the organization. They have

to prepare job analysis and descriptive statement of the job called job

description as well as a statement of qualities and qualification of person to

be recruited, which is called job specification. They are the prerequisites of

good recruitment and provide guidelines to the persons in charge of

recruitment.

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2. Developing sources of potential employees: - At this stage, the personnel department has to think of as to where they

could get the right person to the job in the right way. They have to go for

personnel research.

3. Deciding Sources of Recruitment: -Persons can be recruited by many ways such as calling application and

screening them, asking existing employees to refer new unemployed

persons, contacting private employment agencies or training institutions etc.

A personal manager has to study the merits and demerits of every method

and has to decide which method will be suitable for the organization.

4. Selecting and Placement: -This is the last stage of recruitment procedure. After deciding the sources of

recruitment the personnel manager has to follow the method and recruit

persons by selecting him. After selection, giving him appointment should

place the persons.

According to Famularo, personnel recruitment process involves five

elements, viz, a recruitment policy, a recruitment organization, a forecast of

manpower, the development of sources of recruitment , and different

techniques used for utilizing these sources, and a method of assessing the

recruitment programmed.

Recruitment Policy in Suzlon:-

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Such a policy asserts the objectives of the recruitment and provides a

framework of implementation of the recruitment programmer in the form of

procedures.

“Such a policy in Suzlon involve a commitment to broad principles such

as filling vacancies with the best qualified individuals. It may embrace

several issues such as extent of promotion from within, attitudes of

enterprise in recruiting its old employee’s handicaps, minority groups, and

women employees, part –time employees, friends and relatives of present

employees. It may also involve the organization system to be developed for

implementing recruitment programmer and procedures to the employed.”

Therefore, Suzlon considers and implements a pre-planned recruitment

policy, based on corporate goals, study of environment and the corporate

needs, may avoid hasty or ill-considered decisions and may go a long way to

man the organization with the right type of personnel.

A Good Recruitment Policy Must Contain These:-

Elements:-

(a) Organization’s objectives – both in the short – term and long-term-must be

taken into consideration as a basic parameter for recruitment decisions and

needs of the personnel-area-wise, job-family-wise.

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(b) Identification of the recruitment needs to take decisions regarding the

balance of the qualitative dimensions of the would be recruits i.e. the

recruiters should prepare profiles for each category of workers and

accordingly work out the man specifications, decide the sections,

departments or branches where they should be placed and identify the

particular responsibilities which may be immediately assigned to them:

(c) Preferred sources of recruitment, which would be tapped by the

organization e.g.for skilled or semi-skilled manual workers, internal sources

and employment exchanges may be preferred; for highly specialized

categories and managerial personnel, other sources besides the former, may

be utilized.

(d) Criteria of selection and preferences: These should be based on conscious

thought and serious deliberations. In some cases trade unions may be

consulted in working out the recruitment policy. In others, management

may take the unilateral decision.

(e) The cost of recruitment and financial implications of the same.

Prerequisites of A Good Recruitment Policy:-

The recruitment policy of an organization must satisfy the following

conditions:

1. It should be in conformity with its general personnel policies;

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2. It should be flexible enough to meet the changing needs of an

organization:

3. It should be so designed as to ensure employment opportunities for its

employs on a long-term basis of that the goals of the organization should

be achievable; and it should develop the potentialities of employees;

4. It should match the qualities of employees with the requirements of the

word of which they are employed;

5. It should highlight the necessity of establishing job analysis.

The nature and extent of the recruitment programmer depends on a

number of factors, including the skills required, the state of the labor market,

general economic conditions, and the image of the employer.

A company which has a reputation of paying fair wages, providing, good

employee benefits and taking interest in employee welfare activities would

attract a larger number of applicants than it needs without making any extra

recruiting effort. Small companies, which hire only a few persons, each year

may not need to do more than spread the word around the plant or office that a

vacancy exists.

However, as a result of regulations and pressures from society and the

government, the recruitment programmer now requires the employers to go out

and actively seek job applicants from groups of those who may not otherwise

apply for employment.

Sources of Recruitment:

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Before an organization activity begins recruiting applicants it should

consider the most likely source of the type of employee it needs. Some

companies try to develop new sources, while most only try to tackle the

existing sources they have. These sources, accordingly, may be termed as

internal and external.

Internal Sources:

Internal Sources of Recruitment:-

1. Transfer of employee:

The transfer is one of the sources for filling in vacancies, which may arise in

the organization. The vacancies may arise in the company on account of

several resources. Death, marriage retirement, termination are the various

reasons on account of which the vacancies occur in the company. One

workman can be transferred from one department to another department in

order to fill in the vacancies.

2. Promotion:

The promoting the employees to the highest post can fill up the various

vacancies in the organization. The promotion of employees means

upgrading of the employee. Whenever an employee is promoted it increases

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the rank, remuneration and also the responsibility of employees. It helps to

maintain industrial peace in organization.

Internal sources are the most obvious sources. These include personnel

already on the pay-roll of an organization, ie, its present working force.

Whenever any vacancy occurs, somebody from within the organization is

upgraded, transferred, promoted or sometimes demoted.

This source also includes personnel who were once on the pay –roll of the

company but who plan to return or whom the company would like to rehire,

such as those on leave of absence, those who quit voluntarily, or those on

production lay- offs.

An organization’s success entirely depends upon the work force it has and

the way in which it performs. Hence recruitment and selection form an

important part in every organization.

Recruitment is the process of developing a pool of qualified applicants who

are interested in working for organization and from which the organization

might reasonably select the best individual or the individuals to hire for the

employment.

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

(i) It improves the morale of employees, for they are assured of the fact that

they would be preferred over outsiders when vacancies occur.

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(ii) The employer is in a better position to evaluate those presently employed

than outside candidates. This is because the company maintains a record

of the progress, experience and service of its employees.

(iii) It promotes loyalty among the employees, for it gives them a sense of job

security and opportunities for advancement

(iv) As the persons in the employment of the company are fully aware of, and

well acquainted with, its policies and know its operating procedures, they

require little training, and the chances are they would stay longer in the

employment of the organization than a new outsider would.

(v) They are tried people and can, therefore, be relied upon.

(vi) It is less costly than going outside to recruit.

Demerits: However, this system suffers from certain defects well

(i) It often leads to inbreeding, and discourages new blood from entering an

organization.

(ii) There are possibilities that internal sources may “dry up” and it may be

difficult to find the requisite personnel from within an organization.

(iii) Since the learner does not know more than the lecturer, no innovations

worth the name can be made. Therefore on jobs which require original

thinking (such as advertising, style, designing and basic research), this

practice is not followed.

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(iv) As promotion is based on seniority, the danger is that really capable

hands may not be chosen. The likes and dislikes of the management may

also play an important role in the selection of personnel.

This source is use by many organizations; but a surprisingly large

number ignore this source, especially for middle management jobs. In other

words, this source is the lode that is rarely mined. It is not only reasonable but

wise to use this source, if the vacancies to be filled are within the capacity of

the present employees; if adequate employee records have been maintained, and

if opportunities are provided in advance for than to prepare themselves for

promotion from “blue-collar” to “white-collar” jobs.

External Sources :

These sources lie outside the organization. They usually include

(i) New entrants to the labor force, i.e. young, mostly inexperienced

potential employees-the college students:

(ii) The unemployed-with a wide range of skills and abilities;

(iii) Retired experienced persons such as mechanics, machinists, welders,

accountants;

(iv) Others not in the labour force, such as married women and persons from

minority groups.

External Sources of Recruitment:-

1. Advertisement:

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Advertisement in newspaper and journals is extremely popular source of

recruiting staff. All particulars regarding the job and the qualification of the

prospective candidate are given in the advertisement. Candidates possessing

the requisite qualifications apply for the job in response to the

advertisement.

2. Placement Agencies:Placement agencies are also providing very qualified employees to the

company. Company gives job description to agency to provide right

candidate.

3. Colleges and Management Institute (Campus Interview):All these are very useful sources of recruitment for full range of jobs. The

recruitment managers of the company maintain a close liaison with the

colleges and management institute for recruiting apprentices or management

trainees..

Merits:-

(i) External sources provide the requisite type of personnel for an

organization, having skill, training and education up to the required

standard.

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(ii) Since persons are recruited from a large market, the best selection can be

made without any distinctions of caste, sex or color.

(iii) In the long run, this source proves economical because potential

employees do not need extra training for their jobs.

Demerits :-

However, this system suffers from what is called “brain drain.”

Especially when experienced persons are raided or hunted by sister concerns.

Methods or Techniques of Recruitment:-

Author summaries the possible recruiting methods into three categories:

direct, indirect and third party.

1). Direct Methods:

These include sending traveling recruiters to educational and professional

institutions, employees’ contacts with public, and manned exhibits.

One of the widely used direct methods is that of sending of recruiters to

colleges and technical schools. Most college recruiting is done in co –operation

with the placement officer of a college.

The placement office usually provides help in attracting students, arranging

interviews, furnishing space, and providing student resumes. For managerial,

professional and sales personnel, campus recruiting is an extensive operation.

Persons reading for MBA or other technical; diplomas are picked up in this

manner. For this purpose, carefully prepared brochures, describing the

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organization and the jobs it offers, are distributed among students, before the

interviewer arrives.

The DCM, TATAs and other enlightened firms maintain continuing

contacts with institution’ placement officials with a view to recruiting staff

regularly for different responsible positions.

Sometimes, firms directly solicit information from the concerned

professors about students with an outstanding record.

Many companies have found employees’ contact with the public a very

effective method.

Other direct methods include sending recruiters to conventions and

seminars, setting up exhibits at fairs, and using mobile offices to go to the

desired centers.

2).Indirect Methods:

Indirect methods involve mostly advertising in newspaper, on the radio, in trade

and professional journals, technical magazines and brochures.

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

frequently used method, when qualified or experienced personnel are not

available from other sources, Senior posts are largely filled by such methods

when they cannot be filled by promotion from within.

The main point is that the higher the position is in the organization, or the more

specialized the skills sought, the more widely dispersed advertisement is likely

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to be. The search for top executive might include advertisements in a national

periodical; while the advertisement of blue collar jobs is usually confined to the

daily newspaper or regional trade journals.

The classified advertisement section of a daily newspaper or the Sunday weekly

editions of The Hindustan Times, the Times of India, The tribune, Bharat

Jyoti, The national Herald, Free Press Journal, The Pioneer, Amrita Bazar

Patrika, Economic Times The Hindu, The Indian Express, etc, carry

advertisements for all types or positions. Such advertisements enable

prospective candidate to screen themselves in order to find out whether they are

fit for the job for which the advertisement has been issued.

According to Advertisement Tactics and Strategy in Personnel Recruitment,

three points need to be borne in mind before an advertisement is inserted. First,

to visualize the type of applicant one is trying to recruit. Second, to write out a

list of the advantages a company offers; in other words, why the reader should

work for the company. Third, to decide where to run the advertisement, not

only in which area but in which newspaper having a local, state or nation-wide

circulation.

Many organizations often place what is referred to as a blind advertisement, one

in which there is no identification of the organization. Respondents are asked to

reply to a ‘Post Office Box Number’ or to the organizations with regional or

national reputation do not usually use blind advertisements.

3).Other Methods:-

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Include advertising in publications, such as trade and professional journals, and

radio or television announcements, as is done by many Indian manufacturers.

Professional journals are read by people with specialized backgrounds and

interests. Therefore, advertisements in these are generally selective.

Third Party Methods:-

Private employment agencies :-

These include the use of commercial or private employment agencies,

state agencies, placement offices of schools, colleges and professional

associations, recruiting firms, management consulting firms, indoctrination

seminars for college professors, and friends and relatives.

Practical Framework

Recruitment Process at Suzlon Energy Ltd :-

Scope of the Study:-

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As far as recruitment of “Potential candidates” is concerned the conclusion &

suggestions derived from study will be useful to widely sought customers and

executives of manufacturing companies to improve work efficiency in today's

cutthroat competition.

Given below is the guideline applicable to recruitment activities carried out for

all Business Units at Suzlon,

Formation of Staffing Team:-

A new staffing partner is taken on board when there are many positions to work

upon or on exit of any staffing team member. Following activities are carried

out before the new staffing team member joins:

The computer, company e-mail id, employee number, EID, access card is made

available.

When new staffing member joins, following details are provided to him/her:

- Brief of Suzlon, its products, skills set in general, about BU’s and the

hierarchy at Suzlon

- Methods of sourcing the resumes.

- The job profile and job structure.

- Staffing track sheet.

- Documents to be used and processed.

Steps of Hiring at Suzlon

1. Manpower Requisition Form

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A detailed job analysis is conducted to identify the skills required to do the job,

the sources to be tapped and hence make the sourcing focused. Hence the

primary objective of generation of MRF is to identify what the job entails and

what an employee must Possess to perform successfully on the job.

Contents of Manpower Requisition Form:-

Job Description Job Specification

Job title Education

Location Experience

Job Summary Behavioral Skills

Duties Communication Skills

Job Role and Responsibilities Industry Experience Required

Once it is known how many and what type of candidates are required, consideration is given to

i) Sources of recruitment

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a) Job Portals

b) Internal candidates

c) Advertisement of company website

d) Campus Placement etc.

ii) Companies to be considered.

iii) Constrain time for each step of recruitment

Broad Levels :- Levels for Recruitment

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According to the designation and levels of Hierarchy, the recruitment activity

of specific positions is filled depending on the grades, roles and designation of

the prospective candidate.

Following broad levels clearly elaborate the recruitment procedure carried out

to fill in each vacancy in Suzlon as per the grades as under :-

Grade Designations Levels for Hierarchy Normal Role Levels for

Recruitment

S4

CXOs / BU Heads / President

Strategic

Head of Function / BU

AVice President Head of Function / SBU

S3 General Manager HoD

S2 AGM & DGMTactical

HoD / Site in-charge / Team Leads B

S1 Sr. Manager Site in-charge / Team Leads C

M6 ManagerOperational

Team Leads

M5 Asst. / Dy. Manager Team Leads / Team Members

DM4 Sr. Engineer / Sr.

Executive

Execution 1

Team Leads / Team Members

M3 Engineer / Executive

Team MembersM2 Jr. Engr. / Jr. Exe. / Trainees

M0 Technicians, Drivers, other Trainees

Execution 2 ET

Level Grade Designation

A S3 & above GM & above

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B S2DGM / AGM

C S1 & M6 Sr. Mgr & Mgr

D M5 to M2Dy. Mgr to Engineer, Executive, Officer

E M1 & belowJr. Engr. & Jr. Executive & Dip. Trainee Engr/ Sr. Asst/ Sr. Tech/ Tech/ Supervisor/ Tel. Operator/ Receptionist

E T1Asst. Tech/ wkmn/ Helper/ W/S Asst/ Peon/ Driver

Eg. Recruitment Procedure carried out to fill in junior engineers, Senior

Executives, Assistant or Senior Technical Engineers are done according to the

level E, with grade M1 & Below respectively.

Similarly all such above positions are filled with consideration of levels and

grades in the organization.

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

2. Sources of resumes at Suzlon

Hiring chart of year 2005:-

24%

38%

25%

6% 7%

Channels Support GES HPS HBS&AS Suzlon %My Pal 33 17 47 17 114 24Portals 36 49 50 40 175 37Print Ads 3 40 41 34 118 25Consultants 11 3 12 3 29 6Miscellaneous 3 6 14 9 32 7Total Lateral Hires 86 115 164 103 468 100

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Hiring chart of year 2006:-

Channels Support GES HPS HBS&AS Suzlon %My Pal 33 25 28 31 117 23Portals 54 45 39 53 191 38Print Ads 30 38 34 25 127 25Consultants 9 5 6 11 31 6Miscellaneous 11 14 6 7 38 8Total Lateral Hires 137 127 113 127 504 100

23%

38%

25%

6% 8%

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Job Portals:-

The most preferred job portals used at Suzlon are Naukri and Monster.com

Following are some of the common services provided by the portals:-

i) Advanced Search -

Recruiters can search the entire CV or specific fields such as current

designation, current employer, and key skills etc. it is the most useful and

comprehensive search. Search can be made on broad parameters as well as

focused depending upon the requirements of the recruiter.

ii) Basic search –

This is the quick search using the drop down menu on fixed parameters

with keyword search in important fields. It is useful for initial steps of

search.

Job postings:-

Portals are also used to post the job requirements of the company .These

postings can be searched by using specific keywords. The contents of the job

posting can be changed by the poster.

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Miscellaneous: -

The database is maintained in a excel which consists of resumes sent to the HR

For scrutiny with details of candidate profile, comments of the manager,

interview date etc.

In case a candidate found unsuitable for a position in one business unit is found

suitable for the other BU, then the candidate may be reconsidered for an

opening at Suzlon.

By applying various filters of qualification, experience, position or employer,

the data in the recruitment database can be made accessible.

The only point to be taken into account is to update the database both in terms

of changed qualification of candidates and resumes sent to HR executive and

then to HR manager for final shortlist.

An updated database is one of the important efforts to be made to streamline the

hiring process.

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My Pal :-

The open positions are made open to existing employees for referring their

relatives and friends through My Pal. These documents contain the details of

manpower requisition form. The present employees refer their references. The

response is captured in the excel sheet containing details of employee referred,

name of the candidate who is being referred, his or her years of experience,

skills, qualification, location, etc.

The employees who refer the suitable candidates are awarded with the amount

at the end of the year but the referral amount is given only after the candidate

completes three months of service at Suzlon.

Consultants:- Suzlon is linked with consultants one of them is The Catalysts Consultants

and consulting agencies.

For some of the open positions Suzlon outsource the work to these consultants.

Around 7% to 8% of the hiring is done through these consultants.

Pre-screening the Resumes: -

The resumes received from various resources are to be pre screened before

sending to the HR manager. The purpose of pre screening is to remove the

visibly unqualified candidates from the pool of candidates for the job at the

early stage. The pre screening is done in following ways:

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Telephonic Prescreening:-

The candidate is contacted on phone and following details of profile are

captured:

- Ever interviewed by Suzlon Energy Ltd.

- Graduation, Year of Passing

- Total years of experience

- Current employer and current designation

- Job responsibility

- Total cost to company (present and expected)

- Reason for leaving the first job

- Time require to join (notice period)

- Relocation and flexibility for traveling

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3. Selection Interviews:

Telephonic (Technical) :- In the initial stage of interview a telephonic

round of the candidate is taken to test the basic knowledge of his skills.

Eg. Test and measurement engineer for quality assurance department.

Technical Round of Interviews :- (Personal Round )This is the most favored technique used at Suzlon interview. Interview is an in

depth formal conversation conducted to evaluate the applicant’s ability.

It can be adapted to managerial, skilled, unskilled, and professional

employees. It allows a two-way exchange of information, the technical team

learns about the candidate and the candidate also learns about the company.

The selection interviews consist of an extensive technical discussion, wherein

the technical team asks various questions to the applicant to know how much

the applicant is technically sound.

The applicant is also asked to draw technical diagrams. It is necessary that a

panel of at east three people take the interview so that the subjectivity is

excluded.

Initially the senior person or the colleagues of the vacant profile take the

interview and then only there is a final interview by the project manager or by

the concerned technical person the candidate is going to report.

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HR Round of Interview:

The HR round of interview is not just a formality. Apart from salary discussion

and negotiations, various non- technical abilities such as ability to work under

stress, decision making skills, time management are assessed in the HR round

of interviews.

The HR round is to ensure that the candidate and Suzlon are not a mismatch to

each other in terms of work culture, aspirations etc.

As followed in case of technical round, the HR round s also taken by a panel

consisting at least one staffing person. After discussing the candidature with the

technical panel HR gives its final decision.

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Reference Check and Selection decision:-

1).Reference Check:-

Reference checks are done for the purpose of verifying information and gaining

additional information on an applicant. Although listed in the application form,

references are not usually checked until an applicant has successfully reached

up to the last stage of selection process.

People from previous company, colleagues can act as good references. Previous

co-workers are preferable because they are already aware of the applicants’

performance.

Mainly 2 purposes are served by reference checks:

1. To gain insight about the potential.

2. To find out the behavioral skills.

2).Selection Decision:-After obtaining information through preceding steps, selection decision is

made.

The views of the line manager will be generally considered in the final selection

because it is he or she who is responsible for the performance of new employee.

The HR team also plays a crucial role in the selection process.

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Joining Process:- 1).This is the last step in Recruitment:-After selection, the joining process of the new candidate starts by the staffing

partners.

The staffing partners send the following documents to the post processor.

For the joining process the following documents are needed.

1. MRF ( signed by minimum 2 concerned persons)

2. Application Form

3. Evaluation Form

4. Candidate’s CV

5. Comparison Sheet

These documents contain the information which is important to the company as

well as to the candidate also. The contents of the information are:

- Designation of the candidate

- The date of joining

- Location

- Business Unit

- Salary Break up

- Band of the candidate

- Comparison of the previous and current salary

- Internal fitment

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2).Job offer: -After collecting all the above mentioned documents from the respective staffing

partner two weeks earlier and confirming the date of joining with the candidate,

the post processor makes an appointment letter and sends the soft copy of

appointment letter as an offer from the company.

This offer is the final confirmation from Suzlon as to the person has cleared all

the selection criteria except the medical test.

This offer contains the following documents:

1. Appointment letter with Salary break up

2. Annexure

(Including medical examination form and the list of the documents to be

carried at the time of joining)

3. Compensation benefit papers

(List containing various benefits the new candidate is eligible to)

The candidate fills and sends two forms that is the application forms and

medical declaration back to the concerned person. Mean while the HEAD HR

checks all the documents and signs the appointment letter which the person gets

at the time of joining.

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Before the joining of the candidate, other necessities such as creation of EID,

creation of employee no. his/her computer, seating place are completed with the

help of their application data forms, salary sheet, and appointment letter.

At the time of joining the candidate fills a joining form which is given with the

joining kit. The candidate submits the joining form with other documents which

are mentioned in the annexure which are:

- All educational certificates

- Relieving letter of previous employer

- Experience certificate

- Pay slip of the previous employment

- PAN (If available)

- Passport (If available)

- Hard copy of the latest CV

- 7 passport size photographs

The I-card is also issued at the time of the joining.

With the completion of the joining formalities of the new candidate, the

joining process comes to an end.

3).Problems in the hiring as seen:-1. Lack of knowledge of joining process to the staffing partners.

2. Updating of the internal database

3. Lac of Pro-activeness

4. Repeated interviews of the same candidate.

5. Time required for the hiring process.

6. Limited sources of resumes

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RESEARCH METHODOLOGY

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CHAPTER – 5

Research Methodology

What is Research?

The very common meaning of research is “a search of knowledge”.

Research is an art of scientific investigation. Research is nothing but movement

from the known to the unknown – a voyage of discovery.

Definitions:-

“Redman and Mory” defined Research as a “systematized effort

to gain new knowledge.”

The Advanced Learner’s Dictionary states Research as “A

careful investigation or an enquiry especially through search for

new facts in any branch of knowledge.”

Research Methodology :-

Research methodology is a way to systematically solve research problems. It

may be understood as a science of studying how research is done successfully.

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Research process diagram :

Process and steps of research :

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

Research process in FLOWCHART FF

Define Research Review of Research Collect

Problem Literature Design Data

I II III (Including IV Sample)

Design)

III Analysis of Data

V

Interpret

Report

(VI)

F

Where F = FEED BACK

Where FF = FEED FORWARD

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Research Objective :-

To study existing recruitment procedure in the

organization.

To check the effectiveness of recruitment procedure

in the organization.

Research Design :-

Definition:-According to P.V.young, “ A research design is the logical and

systematic planning and directing a piece of research.”

The design chosen for the project work is “Descriptive Research Design.

” It helps in the findings.

Describe the characteristic of certain groups.

Estimate the proportion of people in a specified population

who behave in certain way.

Make specific prediction.

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

Definition:

A population or universe is the totally of items or things under

consideration. It is the collection of all values of the variable under study. This

could be finite or infinite size.

Sample: - Definition:

It is the proportion of the population or universe under consideration and

sampling is the process of selecting the sample.

Sample Size : -In general sample size must be of an optimum size that means it should not be

too large or too small. While selecting the size of sample, a researcher must pay

his attention to many other things such as time available for completion of the

study, size of population , size of questionnaire, etc.

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

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Sources of Data Collection: -

There are two types of Data used for research purposes, which are described

below as follows:

1. Primary Data:-

Primary data obtained by a study specifically designed to fulfill the data needs

of the problem at hand.

Primary data is the data that deals with the information or data generated

through direct methods like personal interviews, questionnaire. Some

questionnaire also sends amongst three levels employee, manager, staff and

they ask to revert them back after putting questions. The questionnaire was

prepared based on the sample data which was distributed among the

employees.

2. Secondary Data:-

Data, which are not originally collected but rather obtained from published or

unpublished sources, are known as secondary data.

Secondary data is collected through company profile, company information

brochures.

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Methods of Data Collection:-

1. Questionnaire Method:-

In this method, a list of questions pertaining to the survey is prepared and sent

to various areas by post. The questionnaire contains questions and provides

space for answers.

Sampling Method:-

The sampling method, which I have used in this project, is “Random

Sampling” method. This type of sampling is also known as chance sampling or

probability sampling. In this way I have selected the employees from employee

register of the company.

In probability sampling, samples of each element or unit under

consideration have a known probability of being included in the sample.

Statistical Tool :- The statistical tool used in my project during tabulation of data is “Pie-

Chart Diagrams”

This tool is effective in specifying accurate percentage of proportion of

population taken under study during data analysis and interpretation.

Research Instrument: The questionnaires are formal & structured, it includes –

317

Close ended (yes/no or multiple choice)

DATA ANALYSIS

318

CHAPTER – 6

Data Analysis and Interpretation

Questionnaire filled by 10 employees of Suzlon Energy Ltd.

Q1. Which are the factors affecting the recruitment policy in Suzlon Energy?FACTORS AFFECTING THE RECRUITMENT POLICY

TABLE 1

No Particulars No of Respondents

% of Respondents

I Size of Organization 4 40%II Location 1 10%III Working Condition 1 10%IV Culture 2 20%V Growth Rate 2 20%

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Suzlon Energy

40%

10%10%20%

20%Size of Orgnization

Location

Working Condition

Culture

Growth rate

Interpretation:

40 % of employers replied that size of organization affects recruitment

policy, 10% went for location of company another 10% said in favour of

working condition in company 20% said due to culture in organization while

20% said due to growth rate.

Q2. What is the impact of factors that contain in the recruitment policy of

Suzlon Energy?

IMPACT OF FACTORS

TABLE - 2


% of Respondents

I Organizational Objective 5 50%II Recruitment Needs 3 30%III Working Condition 2 20%IV Sources 2 20%

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Interpretation:

50% of employees feel that organization objective is an impacting factor in

recruitment policy 30% said that recruitment need is important factor while

20% were in favour of sources of recruitment policy.

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

PREQUISITIES RECRUITMENT POLICY

TABLE – 3


% of Respondents

I Flexibility 2 20%II Conformity with Policy 2 20%III Well Designed 6 60%

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Interpretation:

20% employees think that flexibility is a pre-requisite factor for good

recruitment policy 20 % were in favour of conformity with policy as a factor

while 60% of them said that well designed recruitment policy is the pre-

requisite of good recruitment policy.

Q4. What are the reasons for vacancies in your company?

RESONS FOR VACANCIES

TABLE - 4


% of Respondents

I New Project 2 20%II Internal shuffling. 3 30%II VRS. 1 10%IV Expansion 4 40%

322

Interpretation:

20% of the employees inclined their response towards the beginning of new

projects, 20% of them told that it is due to internal shuffling, 10% said it is due

to VRS, 30% replied in favour of expansion of the company whereas 20% of

them opted for attention in organization.

Q5. The most convenient source of the recruitment followed by your company?

CONVINIENT SOURCES FOR RECRUITMENT

TABLE – 5


% of Respondents

I Walk inns 3 30%II Advertisement 2 20%III Consultancy 3 30%IV Campus Recruitment 1 10%V Employee referrals 1 10%

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Interpretation:

30% candidates are recruited by walk-inns, 20% through advertisements, 30%

candidates are recruited through consultants, 10% through campus and the rest

10% through employee referrals.

Q6. What are the pre-requisites for recruitment of junior and senior position on the company?

PRE-REQUISITES FOR JUNIOR & SENIOR RECRUITMENT

TABLE - 6

No. Particulars No of Respondents

% of Respondents

I Base on Qualification 2 20%II Based on Experience 2 20%III Both 6 60%

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Interpretation:

20% of candidates are recruited based on qualification, 20% based on their

experience, while majorly 60% were in favour of both based on qualification

and experience for recruitment of junior and senior positions.

Q7. Do you consider the application of outstation candidates?

APPLICATION OF OUTSTATION CANDIDATES

TABLE – 7


% of Respondents

I Yes 8 80%II No 2 20%

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Interpretation:

80% of employers consider the application of outstation candidates during

recruitment, while 20% recruiters are not in favour of recruiting outstation

candidates. This depends in certain circumstances only.

Q8. Do you conduct any aptitude test before recruitment if any candidate followed by any other test? Eg – Pschychometric Test

APTITUDE TEST BEFORE RECRUITMENT

TABLE - 8


No of Respondents

I Yes 9 9II Can’t Say 1 1

326

Interpretation:

90% of the candidates said that there is aptitude test followed by other test in

the company, while 10% were unable to give any view regarding this.

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

PROCESSING TIME FOR RECRUITMENT

TABLE – 9


% of Respondents

I 2 Weeks 4 40%II 3 Weeks 4 40%III 8 Weeks 2 20%

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Interpretation:

As and when manpower requisition comes from any department, the HR

department fulfills it within 6 weeks that is 40% candidates were recruited in 2

and 6 weeks, rest 20% were recruited in 8 weeks.

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

STAGES INVOLVED IN RECRUITMENT

TABLE – 10


% of

Respondents

I Telephonic Interviews 1 10%II Personal Interviews 1 10%

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III Final H.R Round 1 10%IV All the Above 7 70%

Interpretation:

In recruitment stages primarily 10% employers opted for telephonic interviews

as 1st stage in the process, another 10% for personal interview as 2nd stage in the

process, 10% for final HR round as 3rd stage in the process where as 70% were

in favour of all the above rounds necessary in the recruitment process in the

company.

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

AVAILABLE WAYS TO ATTRACT TALENTS

TABLE – 11


% of Respondents

I By offering Joining Bonus 4 40%II Buying their Notice Periods 3 30%

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II Other Facilities 2 20%

Interpretation:

40% of employers attract new talents in company by offering joining bonus,

30% of them attract candidates by buying their notice periods specially to fill in

vacancy of senior position where as, 30% of them answered that they give other

facilities to attract talents available in markets for their company.

Q12. What is the ratio of select to joining?

RATIO OF SELECT TO JOINING

TABLE - 12


% of Respondents

I 2:3 2 20%II 3:5 3 30%

330

III 1:5 1 10%IV 5:5 4 40%

Interpretation:

20% of employers were in favour of 2:5 selects, 30% said 3:5 ratio of selects,

10% went for 1:5 ratio, while 40% agreed with 5:5 total ratio of selects to

joining of candidates in the company.

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

BONDS TO BE SIGNED IN RECRUITMENT

TABLE – 13


% of Respondents

I Yes 8 80%II No 2 20%

331

Interpretation:80% employers agreed that candidates are recruited in the company by signing

bonds for the particular post while 20% recruiters denied that candidates do not

require signing any bond for a particular post.

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

SATISFACTION OF CANDIDATES

TABLE - 14


No of Respondents

I Satisfied 7 70%

332

II Partly Satisfied 2 20%III Not Satisfied 1 10%

Interpretation:

70% of candidates are satisfied with the mode of recruitment process, 20% are

partly satisfied while remaining 10% are not satisfied with current process.

Q15. What are the reasons in case of dropouts or attrition rate for any post even after effective recruitment procedure?

REASONS FOR ATTRITION RATE

TABLE – 15


No of Respondents

333

I Better offers in other companies 4 40%II Higher Growth Prospectus 4 40%III Not Satisfactory with the role offered. 2 20%

Interpretation:

40% of the candidates do not join due to better offers in other companies, 40%

of them drop out due to higher growth prospectus while 20% reject job offers

because they are not satisfactory with the role offered.

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

DECISION TO INVITE CANDIDATES FOR INTERVIEW

TABLE – 16


% of Respondents

334

I Continuous follow of candidate. 3 30%II Total Job Experience. 2 20%III Matching Job Profile 4 40%IV Academic Achievement 1 10%

Interpretation:

30% of employers invite candidates for interview by their continuous follow

up, 20% consider their total job experience, 40% are influenced due to the

matching job profile while 10% go for the academic achievement.

Q17. Are the candidates satisfied with the interview process?

SATISFACTION WITH INTERVIEW PROCESS

TABLE - 17

No. Particulars No of No of

335

Respondents RespondentsI Satisfied 7 70%II Partly Satisfied 2 20%III Not Satisfied 1 10%

Interpretation:

70% of candidates are satisfied with the interview process in the company,

20% are partly satisfied, while remaining 10% are not satisfactory.

Q18. “Head hunting” does the term prevail here?

MENTHOD OF HEAD HUNTING

TABLE - 18

336


% of Respondents

I Yes 9 90%II Can’t Say 1 10%

Interpretation:

90% of recruiters do head hunting for critical positions in the company while

10% do not think that head hunting is important.

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

RECRUITMENT PROCEDURE AS BENCHMARK

TABLE – 19

337


% of Respondents

I Yes 9 90%II No 0 0%III Can’t Say 1 10%

Interpretation:

90% of the employers answered in favour that their recruitment procedure act

as benchmark in the market, 10% were unable to give any view whereas none

denied for this.

Q20. Do you think that the role of the “Recruiters” in your company is challenging for Sourcing effective candidates?

ROLE OF RECRUTERS

TABLE - 20

338


% of Respondents

I Yes 1 10%II No 0 0%III Definitely 9 90%

Interpretation:

10% candidates think that role of recruiter is becoming challenging; none

denied this view, while 90% candidates said that they definitely agree on this

view.

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OBSERVATION AND FINDINGS

CHAPTER – 7Observation and Findings

340

Based on data analysis and interpretation following observations and

findings arrive as Suzlon has well defined recruitment procedure.

1. The recruitment procedure is designed to be objective oriented and as per

the need.

2. In order to attract, deploy, retain or recruit the talent required for building

and organization, company aims at recruiting those who are fit with work

culture of certain job profile in a certain company may be an MNC.

3. Review and planning are also important aspects of recruitment and

managing the people by tangible grade point scales strictly follows it

though interdepartmental complexities are seen.

4. Recruitment procedures are headed by strategic business units’ heads

followed by hierarchy of dedicated team members comprising of

divisional manager department manager and team leader.

5. Recruitment process in suzlon is cost effective, time effective, interview

is probably the most widely use tool but addition of effective search

engines is a requirement.

6. “Wrong Recruitment Costs Twice” so suzlon works on a well-designed

recruitment policy so that both quality and quantity of manpower

resources is retained thus minimizing attrition ratio to the best.

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7. As researcher I have observed that while dealing with increments, the

candidates experience as well as qualification is evaluated and

accordingly company satisfies candidate’s expectation.

8. The average time for recruitment process is 2 weeks to 2 months from the

initial requisition period.

342

CONCLUSION

CHAPTER – 8

Suggestions, Recommendation & Conclusion

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Suggestions:-

1. To conduct the survey after specific time among newly recruited

employees, to know the satisfaction of job as well as opinion

about company.

2. I prefer one of the suggestion to company that company should go

maximum for internal databank for recruitment because it will

save time of searching and as well as screening.

3. Effective communication being the important and critical

requirement for healthy and working environment so it should be

provided to new employed candidates. As well inter departmental

complexities be reduced.

4. The company being vast, number of search engine portals should

be increased.

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

6. Efficient formulation of methodologies be done to retain

manpower as attrition rate of employees is high in company.344

7. The time span between interview schedule and steps of selection

till job offer should not be delayed so that critical positions can be

filled within limit.

Conclusion: -

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1. From the brief description it may conclude by saying that the task

of recruitment is very simple to understanding but it is difficult to

implement in actual practice.

2. The company maintains healthy relations with their employees.

They have recruited most skillful and quality people for their

esteemed clients.

3. The existing recruitment procedure is effective and efficient, but

complex in nature.

4. There is increment in the pool of candidates based on quality job

profiles with utmost retention.

5. The company’s priority reduces the probability that job applicant,

once recruited and selected, will leave the organization after a

short period of time.

6. The company now effectively strives to retain the valuable

resources once employed thus erasing attrition ratio to the fullest.

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BIBLIOGRAPHY

CHAPTER -9

347

Bibliography

Sr.No Name Of Books Name Of Authors

1 Personnel Management C.B.Mamoria

2 Human Resource Management ICFAI Presss

4 Research Methodology In Management V.P.Michael

6 Research Methodology C.R.Kothari

Websites: -

1. http://www.suzlonenergyltd.com

References:-

1. Company Manual

2. Internet

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http://www.suzlonenergyltd.com/

ANNEXURE

Annexure

349

Questionnaire filled by 10 employees of Suzlon Energy Ltd.

1. Which are the factors affecting the recruitment policy in Suzlon Energy?

2. What is the impact of factors that contain in the recruitment policy

of Suzlon Energy?


% of Respondents

I Organizational Objective 5 50%II Recruitment Needs 3 30%III Working Condition 2 20%IV Sources 2 20%

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


% of Respondents

I Flexibility 2 20%


% of Respondents

Size of Organization 4 40%Location 1 10%Working Condition 1 10%Culture 2 20%Growth Rate 2 20%

350

II Conformity with Policy 2 20%III Well Designed 6 60%

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


% of Respondents

I New Project 2 20%II Internal shuffling. 3 30%II VRS. 1 10%IV Expansion 4 40%

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


% of Respondents

I Walk inns 3 30%II Advertisement 2 20%III Consultancy 3 30%IV Campus Recruitment 1 10%V Employee referrals 1 10%

6. What are the pre-requisites for recruitment of junior senior position on the company?


% of Respondents

I Base on Qualification 2 20%II Based on Experience 2 20%III Both 6 60%

7. Do you consider the application of outstation candidates?


% of Respondents

I Yes 8 80%

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II No 2 20%

8. Do you conduct any aptitude test before recruitment if any candidate fallowed by any other test?


No of Respondents

I Yes 9 9II Can’t Say 1 1

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


% of Respondents

I 2 Weeks 4 40%II 3 Weeks 4 40%III 8 Weeks 2 20%

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


% of

Respondents

I Telephonic Interviews 1 10%II Personal Interviews 1 10%III Final H.R Round 1 10%IV All the Above 7 70%

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

No Particulars No of

Respondents% of

Respondents

352

I By offering Joining Bonus 4 40%II Buying their Notice Periods 3 30%II Other Facilities 2 20%

12. What is the ratio of select to joining?


% of Respondents

I By offering Joining Bonus 4 40%II Buying their Notice Periods 3 30%II Other Facilities 2 20%

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


% of Respondents

I Yes 8 80%II No 2 20%

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


No of Respondents

I Satisfied 7 70%II Partly Satisfied 2 20%III Not Satisfied 1 10%

15. What are the reasons in case of dropouts or rejections for any post even after effective recruitment procedure?


No of Respondents

353

I Better offers in other companies 4 40%II Higher Growth Prospectus 4 40%III Not Satisfactory with the role offered. 2 20%

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


% of Respondents

I Continuous follow of candidate. 3 30%II Total Job Experience. 2 20%III Matching Job Profile 4 40%IV Academic Achievement 1 10%

17. Are the candidates satisfied with the interview process?


No of Respondents

I Satisfied 7 70%II Partly Satisfied 2 20%III Not Satisfied 1 10%

18. “Head hunting” does the term prevail here?


% of Respondents


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


% of Respondents

354


20. Do you think that the role of the “Recruiters” in your company is challenging for Sourcing effective candidates?


% of Respondents

I Yes 1 10%II No 0 0%III Definitely 9 90%

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