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PROJECT REPORTPROJECT REPORTPROJECT REPORTPROJECT REPORT ONONONON

RECURITMENT PROCEDURES

(with special reference to Singareni Collieries Co. Ltd)

PROJECT REPORT

SUBMITTED IN PARTIAL FULFILLMENT FOR

THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

BY

N.NAVEEN KUMAR

H.T.NO.06171C06171C06171C06171C_1006_1006_1006_1006

K.L.R.COLLEGE OF BUSINESS MANAGEMENT

(Affiliated to KAKATIYA UNIVERSITY, WARANGAL)

PALONCHA_507115, KHAMMAM DIST

DECLARATION

I here by declare that the Project Report entitled "A Study on

Recruitment Procedures in the area of Personnel Department

in Singareni Collieries Company Limited" is solely done by me in

partial fulfillment for the award of the degree of Master of Business

Administration, Kakatiya University, Warangal.

The facts and figures represented in the report are as per the

rules of the survey done by me. This Project Report has not been

submitted else where for the award of any degree, either in partial or

in full.

I declare the above mentioned information is true for the best of

my knowledge and belief.

Place:

Date: N. NAVEEN KUMAR

ACKNOWLEDGEMENT

"There are innumerable supporting hands behind ones success"

A person may conceive an idea but for it to get materialized

and take a shape between many people need to lend their hands

and minds and this project work is no realization of this work.

I take this opportunity to express my profound gratitude to

Sri. P. CHANDRAKANTH SHARMA, Chief General Manager of HRD for

granting me permission to do my project work in Singareni

Collieries Company Limited, Kothagudem.

I am deeply indebted to Sri K. V.SUBBA RAO, Dy. GM

(Personnel), Sri P. ANJANEYA RAJU, PM (Personnel Dept.), for taking

special care in my project work and extending cooperation for

successful completion of project.

It is with immense pleasure that I thank profusely

Smt. Hema Subhalaxmi, Lecturer in HR, and KLR College of

Business Management for her kind help.

I will be failing in my duty if I do not express my heart full gratitude

to my parents and family members who encourages me in all

possible ways for the completion of this project.

Last, but not least, it is my pleasures to express my gratitude and

sincere thanks to all my friends who helped me in giving final

touches to this projects and making this project really presentable.

N.NAVEEN.KUMAR

FOREWORD

In accordance with the prescribed curriculum of Kakatiya

University for the award of M.B.A every student has to undergo

interesting training for a period of 45 days and project on a topic

selected by the student.

In accordance with the above rules, I'm here with submitting my

project report done in the Singareni Collieries Company Limited, HRD

Dept, Kothagudem.

The contents include the objectives towards Recruitment and

selection Procedures. Due to time constraint and size of Organization

only some of the aspects of department have been studied with help

of various printed materials etc., were quite useful in preparation of

the report.

N. NAVEEN KUMAR

CONTENTS

Chapter-I -- Introduction to the topic (Section A)

Methodology of the study (Section B)

Chapter-II -- Profile of the Organization.

Chapter-III -- Recruitment and Selection Procedures -

'A theoretical frame work'

Chapter-IV -- Recruitment and Selection Procedures

in SCCL.

Chapter-V -- Data Analysis and Interpretation.

Chapter- VI -- Conclusions and Suggestions.

Appendix – Questionnaire

Bibliography

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Page No.

CHAPTER I

INTRODUCTION

INTRODUCTION

Recruitment is the discovery of potential candidates for actual

or anticipated organizational vacancies or forms another

perspective; it is a linking activity bringing together those with jobs

to fill and those seeking jobs.

Recruitment has been regarded has the most important

function of personnel administration, because unless the right type

of people are hired, even the best plans, organization charts and

control system would not do much good.

Recruitment is searching for the potential job candidates in

sufficient numbers and quality so that the organization can select

most appropriate people to fill its job needs.

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, in the first beginning the

man power planning.

Recruitment makes it possibly to acquire the number and type

of people necessary to ensure the continued operation of the

organization.

Recruitment is the process of seeking out the attempting to attract

individuals in external labour markets who are capable of and

interested in filling available job vacancies.

The promotion of productive efficiency through an effective

utilization of men and machines is one of the primary objectives of

personnel administration and the attainment of this objective

largely and contingent upon the function of finding and placing the

right man on the right job at the right time in aright place. This

poses problems even in the industrially advanced countries of the

west, where the employment.

Opportunity in industry and business are vast and thus is

more so in a country like ours where too many people are chasing

too few jobs. In a lighter vein, a wag observed that proper

placement is an exception and misplacement is common in our

country. In order to avoid the pitfalls of wrong selection and

placement, it is necessary to adopt the principle of scientific

selection procedure.

The use of scientific and systematic procedures in selection is

essential if we want to find the right man for the right job. A wrong

man on a wrong job will mar the development and progress of the

organization, even as the right man on the right job will contribute

to organizational growth. The function of scientific selection is one

of the most important functions of personnel administration and

thus encompasses the following sub functions.

• Determining the nature of the job to be filled.

• Determining the nature of the personnel required.

• Determining the nature and source of recruitment.

• Selection process

Selection is to choose the individual who can most

successfully perform the job from the pool of qualified candidates.

The development of job analysis, human resource planning

and recruitment are necessary pre requisites to the selection

process. A break down in any of these processes can make even

the best selection system in effective. The selection process

includes

• Preliminary interview

• Application

• Reference letters

• Group discussions

• Interview

• Tests

• Physical examination

• Selection and placement

• Induction

• Follow-up

Need for the study:

The main reason for choose this topic in the Singareni

Collieries Company Limited. It is the Government Company and

subsidiary of the coal India Limited. The recruitment of vacancies is

done in every year and the company follows the good recruitment

policy (Two day’s final decision) in recruiting the employees and

employers. For the above said reasons and up to my knowledge it

is a suitable company for my project study on the topic

“RECRUITMENT AND SELECTION.”

Objectives of the study:

The main objectives of the study are as follows:

1 To know the employees attitudes about the current recruitment

policy existed in the company.

2 To know the interests of the new recruiters towards to the

recruitment and selection policy in the company.

3 Offer the suitable suggestions from the above employee’s interests.

Chapter layout:

By keeping in view of the above objectives, the present study

is divided into five chapters.

The details of chapter layout are as follows:

Chapter I – The first Chapter is introduction in nature it deals with

the introduction objective of study, tools analysis scope of study

and limitations of the study etc.

Chapter II – The Second Chapter it deals with the company profile

and its product details and all its operating areas.

Chapter III – The conceptual framework of the Recruitment and

selection procedure and their process.

Chapter IV – The fourth chapter evaluate the Recruitment &

Selection process in S.C.C.L.

Chapter V – The fifth Chapter deals with some suggestions and

conclusions drawn from the study.

METHODOLOGY OF THE STUDY

For the purpose of obtaining the data has been collected from

both the sources primary and secondary sources.

The primary data is obtained by circulating a structured and

simple question open – ended and closed ended to the workers

those which are already employed in the company and also those

who are attend to the interviews and other recruiters.

On the other hand the secondary data obtained from the

books and company reports and documents and the other journals

related the topic.

Sample design: For ascertaining the objectives towards to the

“RECRUITMENT AND SELECTION IN S.C.C.L.” 100 members are

chose at randomly. The research taken necessary steps to avoid

any unbiased while collecting the data.

Tools of analysis:

The data collected from both the sources is analyzed and

interpreted in the systematic manner with the help of various

statistical tools like average, percentages, and chi-square.

Limitation of the study:

1 The study is subjected to the following limitations.

2 The study is based on the data provided by the company

statements so, the limitations of the company’s employees

remaining are equally applicable.

3 In some cases data is collected from the companies past records.

The study is limited to the part of the personnel functions only not

for the entire organizations.

CHAPTER II

PROFILE OF THE

ORGANIZATION

An Overview of

THE SINGARENI COLLIERIES COMPANY LIMITED

(A GOVT. COMPANY)

1. Coal Industry in India:

Coal, the primary source of energy in the country accounts for the major

portion of countries commercial energy requirements. In a developing economy

like India, coal mining industry occupies a vital place because coal is the basic

input for power and fuel to many basic and important industries like powerhouse,

iron, steel, railways, shipping and construction industries etc. In addition other

industries like cement, fertilizers, chemical, paper industries are the main

consumers of coal.

Despite the development of alternate fuel resources like electricity, petrol

and solar energy, coal continue to be a major fuel material in any industry. Thus,

coal industry plays a strategic role in the industrial development of any country. In

India, coal producing companies are in public sector and they are under direct

administration of the ministry of coal. The following public sector undertakings

are dealing with coal production.

COAL INDIA LIMITED (CIL):

CIL has the head quarters at kolkata and is holding company with seven

producing subsidiaries and is planning to design subsidiary viz.

1. Eastern Coal Fields Limited (ECL), Sanctaria (West Bengal).

2. Bharath Coking Coal Limited (BCCL), Dhanbad (Bihar).

3. Central Coal Fields Limited (CCL), Ranchi (Bihar).

4. Northern Coal Fields Limited (NCL), Singareni (Madhya Pradesh).

5. Western Coal Fields Limited (WCL), Nagpur (Maharastra).

6. Mahanandi Coal Fields Limited (MCL), Sambalpur (Orrisa).

7. Eastern Coal Fields Limited (ECL), Santoria (Asansol).

8. Central Mine Planning and Designing Institute Limited (CMPDIL), Ranchi

(Bihar).

2. COMPANY BACKGROUND:

The Singareni Collieries Company limited is a coal mining company owned

jointly by the state and central governments. The Singareni reserves stretches over

350 k.m of Pranahita – Godavari valley of Andhra Pradesh in the districts of

Khammam, Adilabad, Karimnagar and Warangal with the geological reserves

aggregating to a whopping 8091 million tonnes catering to the needs of the

consumers in southern India. SCCL currently operates 11 open cast and 51

underground mines with manpower of around 86521.

The origin of SCCL may be traced back to the year 1871, when Dr. King of

geological survey of India discovered coal near the village of Yellandu in

Khammam district and of the coal seams bore his name.

The Hyderabad (Deccan) company limited incorporated in England

acquired mining rights in 1886 to exploit coal found in yellandu area. The present

company was incorporated in 23rd December 1920 under the Hyderabad

companies act as a public limited company with the name of “THE SINGARENI

COLLERIES COMPANY LIMITED (SCCL) “.

In 1961 it became a public sector undertaking being managed by board of

directors, appointed by the central and state governments. The share capital of the

company by the Government of Andhra Pradesh and Government of India is in the

ratio of 51:49 respectively. The coal extracted by SCCL in the Godavari valley

coal fields up to the year 2005-2006 was about 855 million tonnes.

MISSION STATEMENT OF SCCL:

• To retain our strategic role of a premier coal producing company in the country

and excel in a competitive business environment.

• To strive for self-reliance by optimum utilization of existing resources and earn

adequate returns on capital employed.

• To emerge as a model employer and maintain harmonious industrial relations

within the legal social frame work of the state.

• To exploit the available mining blocks with maximum conservation and utmost

safety by adopting suitable technologies and practices and constantly upgrading

them against international benchmarks.

• To emerge as a responsible company through good corporate governance by

laying emphasis on protection of environment and ecology due with regard for

corporate social obligations.

• To supply reliable and qualitative coal in adequate quantities and strive to

satisfy customer needs by constantly sharing their experience and customizing

our product.

OPERATING AREAS

SCCL, the company managers in coal mining operations are in Andhra

Pradesh keeping in pace with the increased demand. The SCCL has always been

accelerating its production by opening new mines in all the coal bearing areas in

the state in the process of expansion, SCCL started its mining activities at

Kothagudem (1937), Mandamarri (1958), Ramagundam (1961),

Ramakrishnapur/srirampur (1963), Manuguru (1974) and Bhupalapalli (1998)

apart from carrying its mining activities at Yellandu.

Presently it is operating its mining activities in 55 underground mines and

12 opencast mines spread over in the districts of Khammam, Karimnagar,

Adilabad and Warangal. For administrative convenience, the company is broadly

divided into three regions i.e., Kothagudem, Ramagundam and Bellampalli and is

having the company head quarters at KOTHAGUDEM.The operating areas in

SCCL are

KHAMMAM DISTRICT : Kothagudem, Yellandu, Manuguru.

ADILABAD DISTRICT : Bellampalli, Mandamarri, Srirampur and

Ramakrishnapur.

KARIMNAGAR DISTRICT : Ramagundam.

WARANGAL DISTRICT : Bhupalapalli.

Performance Indicators at a Glance

Sl.

No. Indicators Unit 2005-06 2004-05 2003-04 2002-03 2001-02

01. Production

a) Open Cast (Lakh Tonnes) 234.27 223.29 205.40 204.28 170.64

b) Underground (Lakh Tones) 127.11 129.74 133.36 128.08 137.47

c) Total (Lakh Tonnes) 361.38 353.03 338.54 332.79 308.11

02. Off-take (Lakh Tones) 354.47 348.25 339.41 334.79 311.85

03. Stock of Coal (Lakh Tones) 14.13 7.34 2.62 3.65 5.86

04. Output per Manshift (Tonnes) 1.75 1.62 1.47 1.55 1.34

05. Manpower (Nos.) 86025 91970 93722 97053 99442

06. Net Sales (Rs. Lakhs) 362910 341373 317865 314183 294902

07. Net Profit before Tax (Rs. Lakhs) 33249 57601 50399 41172 32630

08. Accumulated

Profit/Loss (Rs. Lakhs)

17642

(Profit)

19060

(Profit)

2815

(Profit)

8045

(Profit)

26077

(Loss)

09. General Reserve (Rs. Lakhs) 30000 20000 10000 - -

10. Equity Share Capital (Rs. Lakhs) 173320 173320 173320 173320 173320

11. Long-term Debt (Rs. Lakhs) - - 13356 23813 53333

12. Net Wroth (Rs. Lakhs) 206392 210973 182786 175575 136113

13. Capital employed (Rs. Lakhs) 217571 190311 153464 151439 159194

14. Contribution to

Exchequer

-State Government (Rs. Lakhs) 55818 51543 49818 45976 36456

-Central Government (Rs. Lakhs) 23225 26369 23547 5594 4160

15. Earning per share Rs. 1.06 2.08 0.84 2.41 1.76

16. Debt - Equity Ratio (Ratio) 0.00:1 0.00:1 0.08:1 0.14:1 0.31:1

17. Capital Turnover

Ratio (Times) 1.67 1.79 2.07 2.07 1.85

18. Cost of Sales to Sales (percentage) 90.84 83.13 84.14 86.90 88.94

19. Debtors as No. of

months sales. (Months) 0.38 0.44 0.71 0.81 1.15

PRODUCTION:

Production Graph

0

50

100

150

200

250

300

350

400

2001-02 2002-03 2003-04 2004-05 2005-06

The SCCL has been consistently expanding its mining activities and

increasing the coal output from year to year. Table-1 reveals that there has been

constant increase in the production of the coal. It can be seen that the production of

SCCL has been increased from 2.38 Lakhs tones in 2005-06 by registering a

growth of 36.14%.

PRODUCTIVITY:

Productivity is considered to be a more reliable indicator of efficiency than

absolute production. The productivity figures as indicated by output per man shift

are computed for the last 6 years period. The table has shown that there is no

significant improvement productivity during the period under study. The

productivity of SCCL increased from 1.35 tones in 2001-02 to 1.74 tones in 2005-

06 by registering a growth of 28.8% the reasons for the low growth are low

productivity.

Productivity Graph

0

0.5

1

1.5

2

2001-02 2002-03 2003-04 2004-05 2005-06

SALES:

The Sales of SCCL in 2001-02 is Rs.294902 Lakhs; in 2005-06 is 362910

Lakhs which represent a growth of 24.42%. This high growth in sale and due to

increased demand for coal by various industries.

Sales Graph

0

50000

100000

150000

200000

250000

300000

350000

400000

2001-02 2002-03 2003-04 2004-05 2005-06

INVESTMENT:

The investment in SCCL has been showing an increasing tendency during

the last 10 years period. The amount of investments in SCCL increased from

Rs.32743.6 Lakhs in 1995-06.

EMPLOYMENT:

The SCCL is one of the leading organizations providing large employment.

The number of employees in SCCL decreased from 99442 in 2001-02 to 86025 in

2005-06. The employment positioning SCCL shows there is a significant rate of

fall in employment this shows the increasing productivity of employees.

Retrenchment of Employees

75000

80000

85000

90000

95000

100000

105000

2001-02 2002-03 2003-04 2004-05 2005-06

No. of Employees

CONTRIBUTION OF EXCHEQUER:

The public enterprises are expected to contribute revenue to the exchequer

by ways of taxes, cost and royalty. The SCCL has been contributing huge amounts

to the State and Central Government.

The table show that the contributed to the State Government increased from

Rs.36456 Lakhs in 2001-02 to Rs.55818 Lakhs in 2005-06.

Contribution to State Government

0

10000

20000

30000

40000

50000

60000

2001-02 2002-03 2003-04 2004-05 2005-06

Contribution to Central Government

0

5000

10000

15000

20000

25000

30000

2001-02 2002-03 2003-04 2004-05 2005-06

The contributed to the Central Government increased from Rs.4160 Lakhs

in 2001-02 to Rs.23225 Lakhs in 2005-06.

LANDMARKS / MILESTONES OF SCCL

A. Discover of Coal : 1871

B. Commencement of Machine Mining : 1989

C. Introduction of Machine Mining : 1994

D. Introduction of Incentive Scheme : 1951

E. Introduction of Electric Lamps : 1953

F. Introduction of Frame Proof Mining Machine : 1954

G. Commencement of Opencast Mining Projects : 1975

H. Road Header Side Dump Loaders, Load Haul

Dumpers : 1981

I. Longwall Face : 1983

J. Introduction of First 132/33 KVA Substation : 1984

K. Introduction of Computers : 1986

L. Introduction of Walking Dragline in

Opencast Mines : 1986

M. Introduction of French Blasting Gallery Technology : 1989

N. Introduction of Input Crushing & Conveying

Technology in opencast mining : 1994

O. Introduction of Re-Structuring capital base : 1994

P. Re-Structuring package : 1989-99

Q. All time record production of trade union : 1999-2000

R. All time record production of 29.556 million tones : 1999-2000

S. All time record of 302 : 1999-2000

T. Introduction of H-tech information

system (Internet) : 1999-2000

ORGANIZATION STRUCTURE

The successful performance of any institution depends to a large

extent upon its organizational structure. In a structural sense, an organization may

be defined as ” The process of identifying and grouping the work to be performed,

defining and delegating responsibility and authority and establishing relationship

for purpose of enabling people to work more effectively together in accomplishing

organizational objectives”.

A sound organization structure is a prerequisite for efficient

management of the organization. It provides the frame work for carrying the

activities of the organization and fulfilment of its objectives. If the organization

structure is not designed the functioning of the organization becomes difficult and

ineffective.

A terse definition of organizational structure might therefore be “The

way in which the work is organized and control is exercised”. It can also be

defined as “A system of roles relationships (established or on-going),

responsibilities, and power, authority, accountability and communication

channels”.

For the purpose of understanding the organizational structure of

SCCL an attempt has been made here to discuss briefly its organizational

structure.

The organizational structure of SCCL has been briefly discussed in

three phases as mentioned below:

(A) Organization Structure at Corporate level

(B) Organization Structure at Area level

(C) Organization Structure at Mine level

(A) ORGANIZATION STRUCTURE AT CORPORATE LEVEL:

The SCCL is a public sector undertaking jointly managed by both state and

central governments. The overall authority for the management of the SCCL is

vested with the Board of Directors, which lay down the general policies of the

company. The board of SCCL is comprised of 10 members including the

Chairman and Managing Director.

The Chairman and Managing Director, who is the executive head of the

SCCL is appointed by the government of Andhra Pradesh from among the senior

officers by the Indian Administrative Service (I.A.S) from Andhra Pradesh. He is

the administrative head of SCCL and responsible for the overall performance of

the SCCL. In discharging his functions he is assisted by the various executives like

the Director(Operations), Director(Planning and Project), Director(Finance),

Director(Personnel, Administration and Welfare), Director(Electrical and

Mechanical), Chief Medical Officer, Chief Security Officer and Company

Secretary.

(B) ORGANIZATION STRUCTURE AT AREA LEVEL:

In SCCL, an area comprises of a group of mines. For production and

administrative purpose, the SCCL is divided into 10-decentralised areas. Batch

area is under the administrative control of a General Manager, who is responsible

for the achievement of production targets, maintenance of industrial relations,

provision of welfare facilities and safety measures in mines. The General Manager

is the charge of area with centralized power and administrative production, safety,

transport, planning, stores, medical and health states of the area. He is assisted by

Deputy General Manager (Electrical and Mechanical), Deputy General Manager

(Mining), Finance Manager (F&A), Manager (Training), Superintendent Engineer

(Civil) and Personnel Manager in discharging his responsibilities.

(C) ORGANISATION STRUCTURE AT MINE LEVEL:

The organization structure of mining activities at the mine level shows that

the Colliery Manager is the overall in charge of the operations of the mine. He is

accountable to the General Manager of the area through the Deputy General

Manager (Mining). He is responsible for all the activities in the mine. The Colliery

Manager is assisted by the Deputy Manager, Welfare Officer, Under Manager,

Safety Officer & Executive Engineer/Assistant Engineer, and Pit Officer Assistant.

� PERSONNEL DEPARTMENT

� RECRUITMENT CELL

� PERSONNEL MANAGEMENT

� WELFARE WING

� INDUSTRIAL RELATIONS.

1. PERSONNEL DEPARTMENT:

The Corporate Personnel Department is functioning under the overall

control and guidance of Director (P, A&W) with CGM (Personnel) as Head of the

Department. There are five wings in Corporate Personnel Department, which are

under the charge of a senior officer namely, Industrial Relations, Personnel

Management, Recruitment, Welfare and Executive Establishment. The CG.M

(Personnel) will oversee and coordinate the functions in each wing.

The Personnel Department is playing key role in streamlining industrial

relations, personnel policies and in implementing all the measures being initiated

by the Management as part of bringing about reforms in the Company in the

changed scenario in Coal Industry. This process entails involving constant

communication with workmen and dealing with unions in a fair and transparent

manner with a view to make them agree to the proposed measures. All the policies

relating to promotions/transfers, upgradations, punitive actions are carried out in a

transparent manner so as to create credibility of the management in the perception

of the workmen. Constant efforts are also being made to improve the existing

systems so as to keep pace with the changes by focusing on key result areas like

improving discipline among workmen, minimising flash strikes, taking action

against chronic absentees etc..

2. RECRUITMENT CELL:

For filling up of regular and backlog vacancies in the executive and non-

executive cadres, action was taken to conduct recruitment tests and selections were

made on the basis of merit and AP Rules of Reservation as issued by Govt. of

Andhra Pradesh from time to time. In all fairness, selections are being held giving

total weightage to accuracy and transparency. Entire process of recruitment is

being carried almost totally on computer and the procedures being followed are

fool-proof and the results are announced on the same day.

Besides the recruitment of personnel, the Recruitment Cell analyses the

matters to be put up to Andhra Pradesh Legislature Committees on Welfare of

Scheduled Casts/Scheduled Tribes/BCs and also National Commission for SCs

and STs. The Reservation Roster Registers in respect of appointment of various

categories are being maintained. The Recruitment Cell is also taking necessary

steps for arranging Walk-in-Interviews to fill up Medical Specialist vacancies.

Special Drive recruitments are also taken up for filling up of the backlog SC/ST

vacancies.

It is also to be noted that for conducting a recruitment test on a large scale

like that of Welfare Officer Trainee, a lot of preparatory work, right from the stage

of issue of circular to the stage of offering appointment to the selected candidates,

has been undertaken by Recruitment Cell officials. It is heartening to note that not

withstanding the large number of candidates aspiring for employment in the

Company, all efforts are being taken to ensure error-free conduct of written test

and without any scope for leakage of question papers, copying or unfair practices

in the evaluation of answer sheets. In fact, the whole process has been

computerized minimizing the human intervention to the bare minimum.

3. PERSONNEL MANAGEMENT WING:

The Personnel Management wing deals with the service matters of all

NCWA employees. Apart from implementation of various decisions taken by the

Management in the form of Settlements or administrative circulars, one of the

major issues being dealt by this wing arranges for adjusting surplus manpower by

posting them in the needy areas.

Placements/promotions/upgradations in respect of NCWA employees from

monthly grade ‘C’ and above will be handled by Personnel Management wing

based on the proposals submitted by Area authorities and other Heads of

Departments in Corporate.

Besides the above, processing of resignations of employees, rectification of

pay anomalies, grant of study leave/extraordinary leave, processing of various

representations forwarded by the Government authorities/Public representatives,

sanction of approved allowances to employees as per eligibility, conveyance

reimbursement, preparing replies to Parliament/Legislature questions pertaining to

Personnel Department, etc. are handled by this Wing.

4. WELFARE WING:

The Welfare Wing is implementing all the provisions relating to the welfare

of employees as decided by the Management.

The major functions carried out by Welfare wing are processing the cases of

dependants for employment and Monthly Monetary Compensation (MMC),

chalking out programme for conduct of Sports and Games in the Areas as per the

Sports Calendar and selection of Singareni Teams for participation in CIL

Tournaments, chalking out welfare related programmes like identification of

Special Welfare Amenities Programmes (SWAP) in the workmen colonies,

following up with Insurance companies for settlement of claims under Janata

Personal Accident Insurance Scheme, Family Benefit-cum-Insurance Scheme and

production of various Teleplays, interviews with workmen/officers through

Communication Cell for telecast through local ‘Siti Cable’ to bring about

awareness about the activities of the Company among the workmen and their

families so that there will be positive attitudinal change.

The Welfare Wing will also organize Scouts and Guides activities through

“Singareni Collieries District Association, Khammam” by involving the children

studying in Company schools and also in other schools in coalfield areas. This

Wing also undertakes processing of applications of the children of the employees

for sanction of merit scholarships @ Rs.6, 000/- per year for admission of their

children in Medicine and Engineering courses through EAMCET.

5. INDUSTRIAL RELATION WING:

The core function of this wing is to plan and evolve strategies to meet the

situations arising out of industrial unrest in the mines and departments severally

and combinely.

This wing, under the overall guidance of Director (P, A&W)/ CGM

(Personnel), enters into joint discussions with unions, handles strike notices,

industrial disputes, court cases, finalisation of settlements with unions, wage

revisions at JBCCI level, age disputes, disciplinary actions, elections to the Trade

Unions through secret ballot, framing and implementation of Voluntary

Retirement (Golden Handshake) Schemes from time to time, complying with

various provisions of labour legislations, etc.

HUMAN RESOURCES DEVELOPMENT DEPARTMENT

The focus of HRD is enabling people to self actualize through a systematic

process of developing their existing potentialities and creation of new ones,

unfolding and tapping potentialities of people in the present and in the future. As

this department is concerned with present as well as future prospects of the

employee, they feel secured and the employee’s are3 well motivated to perform

their jobs efficiently. The functions of this department are

� Identifying Trade Unions.

� Training programs as per statutory and non-statutory.

� Processing training programs.

Processing training programs include approval, correspondence to internal

and external authorities and physical arrangement for training, organizing,

feedback and evaluating the training.

♦ HRD provides statutory books by arranging Telugu translation for

supervisors.

♦ Types of training programs are In-house, External and Foreign.

CADRE OF PERSONS TRAINED NUMBER

Non-executives 10852

Executives 1588

Trainees 132

Electrical Section 203

HEMM Operators 199

Total Presentations given by the trainees in one year ... 12

Project work facilities provided ... 254

In-house training program’s ... 43

Executives sent to foreign countries ... 23

Computer training given for Executives ... 181

Computer training given for Non-executives … 286

Practical training given to the students on mining diploma … 762

INDUSTRIAL ENGINEERING DEPARTMENT:

SCCL is pioneer in introduction of Scientific Management Techniques.

Industrial Engineering Dept started in 1950s with IBCONS Consultants. IED of

SCCL is the oldest in the Mining Industry and is older than IE Professional Body

Indian Institution of Industrial Engineering.

IED is pioneer in scientifically establishing Jobs Standard, Crew Sizes and

Job Evaluation in the Coal Mining which helped the Company in improvement of

Productivity over the Years and evolved for the first time various Performance

Parameters for measurement of Productivity/Performance of various Groups,

Mines and Company for monitoring.

Designed and introduced Productivity linked Wage Incentive Plans

developed on scientific basis for the first time in the Mining Industry. Played vital

role in Computerization of Pay Roll and Materials Management System

Provided Consultancy Service to the M/s. Coal India Limited is M/s.

APMDC in Industrial Engineering. On request of AP Transco, made a presentation

about the role and functioning of Industrial Engineering in SCCL. This enabled

them to start the IE function in their organization.

The scope of IED is:

1. Work Study

2. Methods Study

3. Systems Study and Improvement

4. Job Standards and Work Norms Development

5. Optimal Crew Sizes determination

6. Development of PERT Charts for various tasks (Maintenance, Erection,

District Preparation etc…)

MANPOWER:

Wage Cost constitutes major component of Total Production Cost. Hence to

contain the Cost continuous monitoring of the Manpower Resources is given top

priority by the Company right from the beginning for Optimal Utilization of

Manpower.

♦ Manpower Assessment

♦ Manpower Planning

♦ Skill Sets Requirement

♦ Redeployment

♦ Transfers

♦ Promotions

♦ Performance Monitoring

♦ Identifying surplus Manpower and introduction of VRS

♦ Advance Planning of Manpower of various skills

In Board of Directors Meetings of the Subsidiaries of Coal India Limited,

the Productivity Linked Incentive Schemes in operation in SCCL are being quoted

and the management of these companies are approaching for know how from

SCCL.

At their request, MCL, WCL and CCL have already been supplied with

necessary inputs by IED SCCL on this issue.

SAFETY:

Employees feel secured if the company looks after the safety of the

employees. Hence they are motivated to work more efficiently.

� Workers are provided with helmet, shoes, safety lamps, co-detectors

and oxygen meters for those who are working in underground mines.

� For each mine one safety officer is present.

� One rescue team covers 3 areas.

� At each rescue station, rescue training is given to workers.

� If a worker is found to be unfit, then monetary compensation is

provided.

� Ex-gratia will be is given for workers killed in accidents in mines.

The Board of Directors of Singareni Collieries approved the

implementation of safety policy with the following objects.

(1) To continuously review all safety practices and to improve and

update them as and when the changed circumstances demand.

(2) To ensure that everyone in the organization is aware of the safe

working conditions and follows them in day-to-day work.

(3) To develop the skills of the employees – as a skilled worker can only

be a safe worker.

(4) To constantly evaluate the personal protective equipment available in

the market and supply them to the employees and train them in their

proper use.

(5) To reduce the accident rates to the barest minimum, and to achieve

zero accidental potential being the ultimate aim.

.

MAIN HOSPITAL

Hospital facility is provided to the SCCL employees. This is provided so

that the employees are motivated to perform more efficiently as the company is

taking care of them and their family members. Main Hospital is established in

1942. One main hospital, 6 Area Hospital at Areas and 40 Dispensaries at

colonies (Kothagudem – 9, Ramagundam – 11, Srirarampur – 13, Bellampalli –

6 and Bhoopalapalli – 1) having 1008 beds and 36 nos. (3+33) of ambulances

are working to cater the needs of the employees and their families.

Main/Area Hospitals are equipped with ambulance facility. The medical

services are provided round the clock i.e., 24 hours. The Hospitals are

environmental friendly and declared as the plastic free zone.

Main Hospital is having specialists in all disciplines like Orthopedics,

chest, Surgery etc besides microbiologist and biochemist. Depending on the

seriousness of the illness, patients will be referred to Main Hospital or to super

specialty hospitals as the case may be. Food facility is provided for the patient

and one attendant. The Main Hospital is maintaining one nursing school.

The Company is having Health Department in each area to look after the

maintenance of sanitation.

EDUCATION SOCIETY:

Education facility is provided to the children of the SCCL employees.

This is provided so that the employees are motivated to perform more

efficiently as the company is taking care of them and their family.

Two Colleges (one Degree College and one Junior College for women at

Kothagudem) and 17 high schools are maintained by the Singareni Collieries

Education Society.

Welfare Amenities

The SCCL is taking all possible measures to provide welfare amenities to

its employees, particularly in the fields of health, sanitation, residential

accommodation, education to workers’ children, supply of water, lying of

roads, improving health awareness among employees and their families

through communication cell, sports and games to provide recreation in addition

to various Social Security Schemes.

Housing

As on 30.11.2005 there are 47,656 quarters existing in all the areas of the

Company. 4517 quarters are under construction. The Housing satisfaction is

57.79%.

Dependant Employment:

Dependant Employment is being provided to the dependants of Ex-

employees died in harness / declared medical unfit as per NCWA provisions

subject to availability of vacancies. As per various settlement, 253 nos. of

dependants provided employment during the year 2005-06 (November, 2005).

In the financial year 2002-03, a settlement was arrived at on 08.03.2002

with the Recognized Union on payment of Monetary Compensation in lieu of

dependant employment under Company Voluntary Retirement Scheme (VRS

on health grounds). There are about 3067 dependants waiting for employment

under Company VRS. Out of which, 2858 cases have been settled as on

30.11.2005 for payment of monetary compensation / lumpsum payment of 24

months’ wages last drawn in lieu of dependant employment.

MONTHLY MONETARY COMPENSATION (MMC) / LUMPSUM

PAYMENT:

The Scheme of MMC has been implemented in lieu of Female

Dependant Employment in respect of the cases of Death / Board Medical Unfit

arose from 02-10-1991, in accordance with the Memo. of Settlement dated 31-

07-1997. As per the guidelines of JBCCI implementation, the claims are being

received from areas for settlement of MMC, as on 30.11.2005, 1680 claims

have been settled and sanction of Payment Orders released to pay the

beneficiaries @ Rs.3,000/- per month in case of Death in harness and

Rs.4,000/- per month in case of Fatal / Mine Accident.

As per the MOS dated 21-06-2001 we have been receiving the claims for

payment of Lumpsum amount of Rs.3 Lakhs in lieu of Dependant Employment

/ MMC, in respect of the cases of Death / Board Medical Unfit pertaining to the

period 01-01-1998 to 31.12.2000. As per the guidelines stipulated therein, 3179

No. of lumpsum claims have been settled as on 30.11.2005.

Subsequently, recently, the scheme of Rs.3 lakhs lumpsum amount has

been extended to the cases of Death / BMU pertaining to the year 2001 i.e.,

from 01.01.2001 to 31-12-2001 vide Circular No.CRP/PER/IR/S/ 520/6273,

dated 19.07.2002. The last date for submission of claims is 30-09-2002.

Further, vide Circular NO.CRP/PER/IR/S/S/520/534, dated 13.03.2003,

the scheme for payment of lumpsum amount of Rs.3 lakhs has been extended

to the cases of death / Board Medical Unfit pertaining to the year 2002 i.e. from

01.01.2002 to 31.12.2002. Subsequently, the scheme has been extended for the

period from 01-01-1998 to 31-12-2005

CHAPTER III

RECRUITMENT AND

SELECTION PROCEDURE IN

SCCL

RECRUITMENT

Definitions:

� Recruitment is the discovery of potential candidates for actual or

anticipated organizational vacancies or from another

perspective; it is a linking activity bringing together those with

jobs to fill and those seeking jobs.

� Recruitment is the process of seeking out and attempting to

attract individuals in an external labour market who are capable

of and interested in filling available job vacancies.

� Recruitment is searching for and obtaining potential job

candidates in sufficient numbers and quality so that the

organization can select most appropriate people to fill its job

needs.

� Recruitment is the process of acquiring applicants who are

available and qualified to fill positions in the organization.

� Recruitment is the process of finding and attracting capable

applications for employment. The process begins with new

recruits are sought and ends when their applications are

submitted; the result is a pool of applications from which new

employees are selected.

Recruitment is a process to discover the Source of manpower to

meet the requirement of the staffing Schedule and to employ effective

measure for attracting that manpower in adequate numbers to

facilitate effective selection of an efficient working force.

Recruitment can be viewed as 'positive' and 'negative' activity.

Recruitment is a process of researching for prospective employees and

stimulating and encouraging them to apply for job in an organization,

it is termed, 'positive’ in that it stimulate people to apply for jobs in

increase that 'hiring ration' i.e., the number of applicants for a job.

Selection tends to be 'negative' because it rejects a good member of

those who apply, leaving only the best to be hired.

All organizations, whether large or small do engage in recruiting

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

the organization, the employment conditions in the community where

the organizations is located, the effects of past recruiting efforts which

show the organization's ability opt locate and keep good performing

people.

OBJECTIVES OF RECRUITMENT:

1. To attract a person with multi-dimensions skills and experience

that suits the present and future organizational stages.

2. To infuse fresh at all levels of the organisation.

3. To develop an organizational culture that attracts people to the

company

4. To anticipating and find people for a position that does not exist

yet.

5. To search for talent globally and not just within the company and

head hunt people whose skills improve company's values.

THEORIES REGARDING RECRUITMENT

RECRUITMENT IS TWO WAY STREET:

It takes recruiter and a recruitee: It takes a recruiter and a

recruitee recruiter has a choice whom to recruit and whom not; a

Prospective employee has to make the decision usually on three

different basis the objective factor, critical contact and subjective

factor.

1. “The objective factor theory” views the process of organizational

choice and evaluates a set of measurable characteristics of

employment offers such as pay, benefits, location, nature of

work, etc.

2. “The critical contact theory” suggests that the typical candidate

is unable to offer in terms of objective or subjective factors,

because of his limited or very shot contact with the organisation.

Choice can be made only when applicant perceives the factor

such as behaviour of recruiter, nature of the physical facilities

etc.

3. “The subjective factor theory” emphasis the congruence between

personality and the image of the organisation i.e., choice are

made on a highly personal and emotional basis.

CONSTRAINTS LIMIT THE FREEDOM OF MANAGER TO RECRUIT:

No employer could ever freely choose the “best candidate because

various forces impinge upon such selection. Such constraints are.

1. The image of the organisation.

2. The unattractive job

3. Internal organisational policies

4. Government influence

5. Union Requirement can restart recruiting sources.

STEPS IN RECRUITMENT PROCESS:

Personnel recruitment process involves five elements such as

1. A recruitment policy.

2. A recruitment organization

3. A forecast of manpower.

4. The development of sources of recruitment

5. Different techniques used for utilizing sources and a method of

assessing the recruitment programme.

RECRUITMENT POLICY:

Recruitment policy of any organization is derived from the personnel

Policy of the same organization. Recruitment policy is part of

personnel policy. Recruitment policy by itself should take into

consideration the Government's reservation policy, policy regarding

sons of soil, etc. personnel policies of other organization’s regarding

merit internal sources, social responsibility in absorbing minority

sections, women etc.

The factors to be considered in formulating recruitment policy

are

1. Government Policies

2. Recruitment sources

3. Recruitment needs

4. Recruitment costs

5. Personnel policies of other competing organizations

6. Organizations personnel policies.

A well considered and 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 long way to

manage the organization with the right type of personnel." The

recruitment policy is concerned with quantity and qualifications of man

power."

PLACE OF RECRUITMENT IN SELECTION SYSTEM

EXTERNAL

SOURCES

EMPLOYEE

REFERALS

ADVERTISING

SCOUTING

EVALUTING

FOR

SELECTION

UPGRADING

IN SAME

POSITION

TRANSFERRING

TO NEW JOB

PROMOTING TO

HIGHER

RESPONSIBILITIES

PLACING

NEW

EMPLOYEES

ON JOB

SELECTING

QUALIFIED

PERSONNEL

PERSONNEL

HUMAN

RESOURCE

PLANNING

RECRUITING

NEEDED

PERSONNEL

DEVELOPING

SOURCES OF

POTENTIAL

EMPLOYEES

SEARCH FOR

POTENTIAL

EMPLOYEES

EVALUATING

RECRUITING

EFFECTIVENESS

INTERNAL

SOURCES

PERSONNEL

RESEARCH

JOB

POSITIONING

RECRUITMENT IN ORGANISATION:

There is no general procedure for hiring new personnel, which is

applicable to all business enterprises. Each enterprise has its "tailor-

made" procedure, which brings it the desired quality and quantity of

manpower at the minimum possible cost. The most commonly adopted

practice is to centralize the recruitment and selection function in a

single office. The staff personnel are attached to it and functions

concerned with the office are:

1. Establishing employment standards.

2. Making initial contact with perspective employees

3. Conducting final interviews

4. Testing and conducting physical examinations

5. Filling out necessary forms and record keeping

6. Introducing the employee to his superior and follow-up the

employee. 'Recruitment remains the line responsibility as far as

the personnel requisition forms are originated by the line

personnel:

SOURCES OF RECRUITMENT:

Before an organization activity begins recruiting applicants, it

should consider the most likely source of the type of employee it

needs. The sources may be Internal and External.

INTERNAL SOURCES:

These are the sources within organization pursuits, most obvious

sources. This includes personnel already on the pay roll of an

organization. Whenever any vacancy occurs, somebody from within

the organization is upgraded, transferred employees; retrenched,

retired employee’s dependents of disabled, deceased employees.

MERITS:

1. It improves the morale of employees and promotes loyalty among

employees for it gives them a sense of job security and

opportunities for advancement.

2. Employees are fully aware of its policies and know it operation

procedures and they require little training.

3. Employer can better evaluate the progress and experience of

those presently employed and is relied upon

DEMERITS:

1. It leads to inbreeding and discourage new blood from entering an

organization.

2. Since the learner does not know more than the lecture, no

innovations can be made. For the jobs, which require original

thinking such as advertising, style, designing, this practice is not

followed.

3. Capable hands may not be chosen as promotion is based on

seniority.

EXTERNAL SOURCES:

These are sources outside organizational pursuits. These usually

include new entrants to the labours force, i.e., young inexperienced

potential employees like the college students.

The unemployed with a wide range of skills, abilities.

Retired experienced persons such as mechanics, machinists, welders,

and accountants. Other such as married women and persons from

minority groups

MERITS:

1. External sources provide the requisite type of personnel having

skill, training and education and up to the required standard.

2. Selection can be made without distinctions of caste, sex or colour

3. In the long run, this source proves economical because potential

employees do not need extra training.

4. Cost of employees can be minimised because, employees so

selected are generally placed in minimum pay scale.

DEMERITS:

This system suffers from "brain drain", especially when

experienced persons are raided or hunted by sister concerns.

METHODS OF RECRUITMENT:

The possible recruiting methods are direct, Indirect and Third

Party.

DIRECT METHODS:

These include sending 'travelling recruiters' to educational and

professional institute. Employee's contacts with public and manned

exhibits, widely schools other direct methods include Sending

recruiters to conventions and seminar and using mobile offices.

INDIRECT METHODS:

This involve mostly advertising in Newspaper, on the radio,

Television, in trade and professional journals, Technical Magazines and

brochures advertising is very useful for recruiting blue-colour and

hourly workers, scientific, professional and technical employees.

THIRD PARTY METHODS:

These include the use of commercial or private employment

agencies, placement offices of schools, colleges and professional

associations, recruiting firms, management consulting firms,

indoctrination seminars for college professor, and friends and

relatives.

PRIVATE EMPLOYMENT AGENCIES:

These are brokers who bring employers and employees together.

They charge a small fee from an applicant. They specialize in specific

occupations, salesmen, technical workers, accountants, engineers,

executives and computer staff which enhance to develop proficiency in

organization.

STATE OR PUBLIC EMPLOYMENT AGENCIES:

These also known as employment or labour exchanges are the

main agencies of public employment. The government set up public

employment exchanges in the country to provide information about

the vacancies to the candidates. The employment exchange

(compulsory notification or vacancies) Act 1959 makes it obligatory for

public and private sectors enterprises in India to fill certain types of

vacancies through these exchanges. These agencies provide services

in getting jobs.

SCHOOLS, COLLEGES AND PROFESSIONAL INSTITUTIONS:

The companies that need employees maintain with the guidance

counsellors of Employment Bureaus and Teachers of business

Vocational subjects.

Professional organizations or recruiting firms or executive recruiters:

1. These maintain information about employed executives.

2. Employ "executive search firms" to help them find executive

talent.

3. These firms recommend persons of high calibre for managerial

marketing and production engineers post.

INDOCTRINATION SEMINARS FOR COLEGES PROFESSORS:

Are arranged to discuss the problem of companies and

employees. Professors are invited to take part in these seminars &

visits to plants are arranged to impress the professors who help in

getting the required personnel by speaking well of a company.

EMPLOYEE REFERRALS:

Friends and relatives of present employees are good source from

which employees may be drawn. Some companies maintain a register

of former employees whose record was good to contact them are new

job opening for which they are qualified. The defect of this method of

recruitment is that is encourages nepolism, i.e., persons of one's

community or caste are employed, who may or may not fit for the job.

COMPUTER DATA BANKS:

When a company desires a particular type of employee, job

specifications and requirements are fed into a computer, where they

are marched against the resume data stored. Their output is a set of

resumes for individual who met the requirements. This method fills

positions, which call for an unusual combination of skills.

The best management policy regarding recruitment is to take

first within the organization if it fails, external recruitment must be

lacked.

RECRUITMENT PRACTICES IN INDIA:

The different source for recruitment in India has been classified

thus.

1. Within the organization

2. Badily or Temporary Workers

3. Employment Agencies

4. Casual Callers

5. Advertisements, and

6. Labour contractors

7. Applicants introduced by friends and relatives in the

organization.

The methods used to recruit employees are:

1. Casual callers or employment seekers.

2. Advertisement - External and Internal

3. Employment exchanges

4. Displaced Persons

5. Central Training Institute

6. Other Public Undertakings

7. Relatives and friends

In India for recruitment of Industrial labour are in Traditional

methods. The use of jobbers, sanders, and macadam's etc, employees

relatives and dependents and undertakings own labour force etc., and

contract labour are still used for getting labour in textile industry, for

building and construction industry, of canals, building of dams, roads,

etc.

RECRUITMENT PRACTICES IN INDIA AND ELSE WHERE:

Under the Apprentices Act, 1961, Young Craftsmen having

received pre-employment Training in Industrial Training Institute have

to be employed by special industries during their training period as a

percentage of the total number of regular employees. Reservation of

25% of vacancies for caste and scheduled tribes candidates and

prudential treatment of persons is a part of state requirement of

Government and Public employment in India.

In U.S.A. for sources of applicants are most used in obtaining

workers-direct applications at the company office, public employment

recommendations and private employment agencies are the sources

used. On campus recruiting and above methods are used for recruiting

and above methods are used for recruiting scientific, professional and

technical employees.

SELECTION:

It is concerned with securing relevant information about an

applicant. Information is secured in a number of steps. The objective

of selection process is to determine whether an applicant meets the

qualifications for a specific job and choose the applicant who is most

likely to perform well in that job.

Selection processes typically follow a standard pattern, beginning

with the traditional selection process includes: preliminary screening

interview, comprehensive interview, background investigation,

Physical examination and final employment decision to hire.

SELECTION POLICY:

While formulating a selection policy, organizational

requirements, technical and professional dimensions of selection

procedure should be considered, technological issues, cost factors,

extent of formality etc., an effective policy must assert the "why" and

'what" aspects of the organizational objective.

STEPS, INITIAL OR PRELIMINARY INTERVIEW OR SCREENING:

1. RECEPTION, INITIAL OR PRELIMINARY INTERVIEW OR

SCREENING:

Is usually conducted by a special interviewer who should be kind

courteous, respective and informal. This interview is essentially a

sorting in which both the prospective applicants and the organizations

elicit the necessary information. If candidates meet with the

requirements of the organization, he may be selected, also rejected.

2. APPLICATION BLANK - A FACT - FINDER

That helps one learning about an application's background and life

history.

The blank provides preliminary information on-

a) Biographical data (Name, father's name, age, sex, date of birth,

etc.)

b) Educational Attainment (professional, Technical, correspondence

courses subjects offered and grades secured)

c) Work experience.

d) Salary - demanded

e) Personal items (hobbies, extra-curricular activities)

Four types of information can be gathered from Application Blank

First. Judgements on substantive matters; second, previous progress

and growth, third applicant's stability, fourth, to predict which

candidate succeeds on the job.

3. INTERVIEW: To explore the facts and get at the attitudes of the

applicant and his family to the job. An interview "is a conversation

with a purpose". An interview is an attempt to secure maximum

amount of information from the candidate concerning his suitability for

the job under consideration. Different types of interview are used to

elicit the required information. It should be made more reliable and

valid.

4. PHYSICAL EXAMINATION: Certain jobs require unusual

stamina, strength or tolerance of hard working conditions. A physical

examination reveals whether or not a candidate possesses these

qualities. The basic purpose is to place persons in jobs. Which they

can handle without injury or damage to their health. It prevents the

employment of those who suffer from some type of contagious

disease, physically unfit, contents of physical.

CHAPTER IV

RECRUITMENT

PROCEDURES IN SCCL

RECRUITMENT AND SELECTION PROCESS IN SCCL

S.C.C.L. has a large man power of about 86,360. It is felt that

the present manpower is on high side in S.C.C.L with reference to

available resources. Therefore it is being felt necessary now to

gainfully employ the existing manpower.

However as a part of manpower planning for future recruitment

and growth of the organization, the recruitment is an essential

function. This would also take care of the gap in essential and skilled

category of posts due to death, medically unfit and retired employees.

Planning for people is important with job requirements, specified

secure skills and capabilities. Apprenticeship development is a means

of meeting future demands for skilled workers in any industry. Modern

economics require very limited quantities of raw manpower.

Man power planning is the process (including forecasting,

developing, implementing and controlling) by which an industry

insures that it has the right for which they are economically most

useful before going in for recruitment. User Department or the

Company or the Industry should critically examine the requirements of

Staff/employees based on scientific studies.

Internal Recruitment, Direct Recruitment and backlog

Recruitments are being undertaken in S.C.C.L in the recent past; in

S.C.C.L by and large recruitment is mostly restricted to technical and

skilled employees only to entry level posts, either in the executive or

in the non-executives cadres. S.C.C.L has its own recruitment cell.

EXECUTIVE CADRE: Jr. Executive Trainee (E & M), JET (Civil) JET

(EDP) Mining Graduate Trainee Asst. Industrial Engineer, Specialist

Doctors, General Duty Medical Officer, Jr. Accounts Officer, Jr. Estates

Officer

NON-EXECUTIVE CADRE:

Jr. Mining Engineer Trainee/Over Man Trainee, Asst. Foremen

Trainee, Tradesman Trainee and Paramedical Staff.

To go in for recruitment to the post in executive cadre, there are

approved executive cadre recruitment rules. However, in respect of

posts in NCWA cadre, by a large, on going practices for over decades

have become procedure and guidelines for recruitment.

THE EXECUTIVE CADRE RECRUITMENT RULES AS BELOW IN

NUTSHELL:

Normally recruitment will be made at the executive entry level in

different disciplines keeping in view the recruitment from rime to time.

Recruitment at other levels also to be resorted to at the discretion of

the management.

Normally general recruitment will be resorted to every year after

the man power budget is approving by the board for the succeeding

year.

Depending upon the recruitment for executive/Non-Executive

posts, advertisement will be released in the daily newspaper apart

from notifying to the employment exchanges at I.T.D.A.’s

Such applications received in response to such

notification/advertisement will be short-listed at the time of scruiting

to a maximum ratio of 1:10 an the bases of merit and/or stipulated

experience as the case may be Recruitment for entry level posts can

be resorted to through open advertisement or campus interview or

both depending upon the requirement in any discipline, form time to

time at the discretion in any discipline, form time to time at the

discretion and approval of C & MD.

Qualifications for various entry-level posts are a application to

the external and internal candidates stipulated in the schedule - I of

these rules.

Age: Normally to all entry level posts where the minimum

qualification is a degree the age limit is 28 years and where the

qualification with PG diploma or PG Degree or double graduate with PG

diploma or CA/ICWA/ACS and competency certificate holders, the age

limit is 30 years. However upper age limit is 30 years. However upper

age limit for the post general duty medical officers in

specialist/doctors in 45 years. Such age with be reckoned as on 1st

Jan, of the year in which the advertisement is released. The age

relaxation in respect of SC/ST and BC’S will be accordance with the

Govt., A.P. Rules, i.e., live years as on date the minimum age as per

Mines act is 18 years. However to apply to the various posts, there will

no age bar for internal candidates.

The rule of reservation provided SC, ST BC, PH and woman

candidate will be in accordance with the G.O. Ms.No.65 Dt:15.02.1997

of Govt. of Andhra Pradesh. However, the management is pursuing

with the Govt., to consider our proposal and relax the percentage of

reservation to women in S.C.C.L Further as per ordinance NO.6/99

and Rules there on Scheduled Caste categorization and reservation

are being followed in time to time.

Normally on receipt of applications in response to our

advertisement the User Department still scrutinize the same.

Recruitment cell in turn release call letters for written test/interview to

the applicants whose applications are found accepted in scrutinizing to

the candidates to enable them to received and attend the selections.

WRITTEN TEST/INTERVIEW:

Normally the test paper will be of 200 objective type multiple

choice question bank at random on computer maintaining top secrecy

and under the light security immediately after the test, the answer

sheets of the candidate will be coded confidentially and the data would

be processed through computer and the performance of the

candidates in order of merit will he generated the marks attested to

written test and interview (Normally all NCWA posts) The marks

allotted to written test and 100/150 and the selection is based only on

written test, Roll No. \Vise marks lists will be generated immediately

and displaced on Notice Board.

However where interview follows the written test the candidates

will be called for interview in 1:3 ratio as per roster points of A.P rule

of reservation in order of merit as per their performance in the written

test. After interview, the marks obtained in written test for 200

questions are appropriated to 85% and the marks obtained at the

interview for 15% will be added and thus the final percentage of

marks out of 100 will be arrived at and the Roll No. Wise marks lists

will be generated and displayed on the Notice Board on the same

day/Night.

Instead of written test, practical test/ endurance test would be

held in selections to the posts of DP operator trainees, Drivers, Badlies

as the case may be.

The qualifying marks for selection of candidates in respect of

executive and non-executive cadre will be as follows:

Caste Executive Cadre Non-Executive

OC 40% 30%

BC 35% 25%

SC/ST 25% 15%

In the event of SC/ST candidates not coming up for selection

with minimum prescribed marks. Their selection shall be considered

on the basic of their rank with reference to performance in the test

irrespective of marks secured 33.35% of posts will also be reserved to

internal candidates and how ever the minimum qualifying marks will

be applicable commonly to internal & external candidates.

Finally the selection list will be prepared to fill up the regular and

backlog vacancies in order of merit and rules of reservation. On

approval of the lists by C and M.D., respective candidates will be

served with provisional offer of appointment order. The remaining

candidates in order of Merit would be on panel and would be

considered against the candidates not reported/reported and found

medically unfit for the post in response of provisional.

Appointment order, even in such case, the employment would be

offered to the next eligible candidate in order of merit against such

roster point. In this process if candidates in respect of vacancies as

per roster are not available in the selections, such vacancies would

become Backlog and for which, irrespective of vacancies, recruitment

is resorted through a special recruitment drive to fill up Backlog

vacancies.

Rosters thus maintained will be inspected personally by people’s

Representative Committee of A.P. legislative Assembly/Social Welfare,

Department and suggest methods and verify the caste certificates

submitted by the candidates against each roster point.

Any relaxation to the rules in exceptional cases shall be with the

approval of the C & MD.

RECRUITMENT OF WOMEN EMPLOYEES IN S.C.C.L.:

This is to confirm that Rule of reservation in the matter of direct

recruitment in accordance with the guidelines receive from the Govt.

of A.P has been implemented from time to time. In the matter of

direct recruitment reservation to women to the extent of 1/3% will be

implemented in respect of categories to which they are equally suited

along with men. However in the categories of direct recruitment to

certain posts it may not be possible reservation for the following

reasons.

S.C.C.L being a mining industry and nature of jobs being hazardous

and the work atmosphere in coal mining area differs from a factory or

with administrative offices, which are non-conductive to the safety of

women.

Several restrictions have been imposed under Mines Act, 1952

regarding employment of women in Mines.

The posts are inter changeable between Administrative officer

and Mines and hence employment to women in these posts is not

possible. In view of the constraints explained, the posts identified to

which direct Recruitment is resorted to and women cannot be

employed are Mining Discipline - Under Managers, Mining Graduate

Trainees, Jr.Mining Engineer Trainee, Overman etc.

E & M discipline : Jr. Executive Trainees, Excavation

Personnel, and Foreman.

IED disciplines : Asst. Industrial Engineering

Personnel Department : Welfare Officer Trainee

Exploration Department : Geologist Trainee.

Survey Department : Mines Surveyor, Mine Trainee

Post identified to which direct recruitment are resorted to and

women can be partially employed.

CLERICAL CADRE: With regarded to recruitment to the cadre, it may

not be possible to provide reservation upto 33.33% in accordance with

the Government orders since the posts are operated in all Mines and

certain departments where women employment is restricted.

Therefore, the reservation to women is extent of 5% of total strength.

CIVIL DEPARTMENT: Posts like Engineers, Supervisors, Overseers,

Work Inspectors, etc., entails out door work and requires supervision

at remote places and in odd hours, so only 5% of employment is

provided.

SELECTING OF TRADE APPRENTICES IN S.C.C.L.:

The training of skilled Tradesman in about 15 Trades in S.C.C.L.

has been designed in a systematic way. The young men who complete

their craftsmen course at Industrial Training Institutes are recruited

and drafted as apprentices in the Mines. Workshops and other

connected departments in compliance with the Apprentices Act, 1961,

Apprenticeship training has come to be recognized and the most

effective and efficient way of imparting shop floor training in S.C.C.L.

in order to learn a skill.

The different Trades in which the act apprentices are recruited

and trained in S.C.C.L. are:

Electrician (Mines)

Fitter

Turner

Machinist

Mechanic - Mill Wright

Draughtsman (Civil)

Draughtsman (Mech)

Mechanic (Tractor)

Mechanic — Diesel

Mechanic — Diesel

Refrigeration and Air conditioning

Welder

Molder

Carpenter

Plumber

QUALIFICATION FOR ENGAGING AS ACT APPRENTICE:

S Age - Not less than 14 years - desirable above 18 years.

S Should have passed 10th Standard (S.S.C.)

S Should have undergone craftsman training in the respective trade

in I.T.I. and pass in AITT (for craftsman) and possess National

Trade Certificate Period of Training as Act Apprentices in the

company and for Trainees under company training is one year. The

company will pay stipend for all the trainees during the period.

RECRUITMENT OF ACT APPRENTICES:

As per the required quota of apprentices are recruited once or

twice in a year during Feb/March, or Aug/Sept. The recruitment is

done in three regional at Kothagudem, Ramagundam and Bellampalli

for their respective areas.

The recruitment of Trainees is held in faired systematic way

through computerization. On receiving the list of sponsored candidates

from the employment exchanges, principles of Government I.T.T.S.,

the candidates are informed by a call letter to submit their bio-data,

attested copies of certificate and willingness to work in the company.

Written test and the candidates are selected. In every designated

Trade, the management for backward class, SC, ST’S, reserves

training places. Selection is based on merit, caste reservation, local,

non-local consideration etc selected candidates. Are medically

examined for physical fitness by colliery Medical Officer and Medically

fit candidates are issued appointment order stipulating the clauses

(term and conditions) of the appointment on verification of their

original certificates.

S.C.C.L. has training of apprentices under the Company Training

Scheme introduced in 1976 to import the tradesmen trainers the

desired skill training is on the job training. The recruitment process

followed is same as the Recruitment of Act Apprentices on successful

completion of the company Training Scheme. The tradesman trainees

are absorbed as Helper/ Trainees in regular trade. At the time of

reporting the candidate shall execute a contract of agreement and

should serve the company for a period of minimum three years after

his training.

Number of manpower Recruitment

During 2001-2006 in SCCL

Cadre 2001-02 2002-03 2003-04 2004-05 2005-06

Executive 122 5 55 71 114

Non-Executive 130 11 18 252 184

The overall recruitment of manpower in S.C.C.L during 01-04-

2005 to 31-03-2006 is 298

CHAPTER V

DATA ANALYSIS AND

INTERPRETATION

1. What is the source of recruitment?

Feedback of Recruitment & Selection, table 5.1

Employees

S.No Methods Executive Non-

executive Total

1 Internal - 15

(30.00)

15

(30.00)

2 External - - -

3 Both 25

(50.00)

10

(20.00)

35

(70.00)

Total 25

(50.00)

25

(50.00)

50

(100)

Source: Compiled from questionnaire data

Interpretation: From the above analysis the most of the respondents i.e. 70%

are responded to the recruitment sources are internal and external

and 30% responded for the internal.

Hypothesis: Let the null hypotheses (Ho) < E is the sources of recruitment of

employees in both internal and external and the alternative

hypotheses (HA) is O > E is the source of requirement of employees is

only of internal.

Testing: The calculated is (E) greater than the total value (O) so null

hypothesis is accepted.

2. What is the upper age limit to recruit the employees for whom

degree is his requisite qualification?

Feedback of Recruitment & Selection, table 5.2

Employees

S.No Methods Executive Non Executive Total

1 21 Years

- - -

2 25 Years 3

(6.00)

15

(30.00)

18

(36.00)

3 28 Years 15

(30.00)

9

(18.00)

24

(48.00)

4 32 Years - - -

5 35 Years 7

(14.00)

1

(2.00)

8

(16.00)

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: The analysis indicates that most the age limit of the employees

is between 25 – 28 are recruitment mostly and maximum age limit is

35 years for some posts.

Hypothesis: Let the null hypothesis (Ho) O < E is the upper age limit to

recruitment the employees is between 25 – 28 years and alternative

hypothesis (HA) O > E is the upper age limit to recruit the employees

is 35 years.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

3) What it the method of recruitment?

Feedback of Recruitment & Selection, table 5.3

Employees S.No Methods Executive Non Executive Total

1 Direct - 2

(4.00)

2

(4.00)

2 Indirect 14

(28.00)

10

(20.00)

24

(48.00)

3 Employment

Exchange

8

(16.00)

12

(24.00)

20

(40.00)

4 Consultancies - 1

(2.00)

1

(2.00)

5 None of the

above

3

(6.00) -

3

(6.00)

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: From the above table observed that 48% of the respondents

responded to indirect method and 40% responded to the employment

exchange method 6% for none of the above, 4% for direct methods

and 2% for the consultancies methods of recruitment.

Hypothesis: Let the null hypothesis (Ho) O < E is the upper age limit to

recruiting the employees is indirect method, employment exchange.

And the alternative hypothesis (HA) O > E is the method of recruiting

employees is direct and consultancies method.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

4) Time taken to announce result after conducting exam

Feedback of Recruitment & Selection, table5.4

Employees

S.No Methods Executive Non

Executive Total

1 One day 25

(50.00)

19

(38.00)

44

(88.00)

2 Three days - 5

(10.00)

5

(10.00)

3 Six days - 1

(2.00)

1

(2.00)

4 9 days - - -

5 1 year - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: The above analysis indicates that most of the respondent i.e.,

88% responded for the time taken to announce result after conducting

exam is one day and 10% responded for three days and 2%

responded for six days.

Hypothesis: Let the null hypothesis (Ho) O < E is the time taken to announce

the results after conducting exam is one day and three days and

alternative hypothesis (HA) O > E is the time taken to announce

results after conducting exam is six days.

Testing: The calculated value (E) is greater than the table value (O)

so null hypothesis is accepted.

6) The process of recruitment in SCCL

Feedback of Recruitment & Selection, table 5.6

Employees

S.No Methods Executive Non

Executive Total

1 Notification 15

(30.00)

20

(40.00)

35

(70.00)

2 Scooting - - -

3 Advertising 10

(20.00)

5

(10.00)

15

(30.00)

4 Riding - - -

5 Reference - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation:

The above analysis indicates that 70% of the respondents

responded that the process of recruitment in SCCL is through

notification and 30% responded for advertising.

Hypothesis:

Let the null hypothesis (Ho) O < E is the process of recruitment

in SCCL is through notification and the alternative hypothesis

(HA) O > E is the process of recruitment in SCCL is advertising.

Testing:

The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

8) Why do you prefer public sector unit (PSU) like SCCL rather

than private sector.

Feedback of Recruitment & Selection, table 5.8

Employees

S.No Methods Executive Non

Executive Total

1 Job

Security

10

(20.00)

15

(30.00)

25

(50.00)

2 Retirement

benefits

10

(20.00)

8

(16.00)

18

(36.00)

3 Career

growth

2

(4.00) -

2

(4.00)

4 All the

above

3

(6.00)

2

(4.00)

5

(10.00)

5 None of

the above - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: I observe from above analysis most of the respondents i.e. 50%

of responded for why public sector rather than private sector is job

security and 36% of responded for retirement benefits and 4% for

career growth and other 10% for all the above.

Hypothesis: Let the null hypothesis (Ho) O < E is why do you prefer

public sector unit like SCCL rather than private sector is job security

and retirement benefits and alternative hypothesis (HA) O > E prefer

public sector rather than private sector is career growth

Testing: The calculated value (E) is greater than the table value (O)

so null hypothesis is accepted.

Job security is 50%

Retirement

benefits is 36%

Career growth is 4%

All the above is 10%

9) What is your perception over 2-days selection?

Feedback of Recruitment & Selection, table 5.9

Employees

S.No Methods Executive Non

Executive Total

1 Excellent 20

(40.00)

18

(36.00)

38

(76.00)

2 Very good 4

(8.00)

5

(10.00)

9

(18.00)

3 Good 1

(2.00)

2

(4.00)

3

(6.00)

4 Average - - -

5 Poor - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: The above analysis indicates that most of the i.e. 76% of the

respondents responded no their your perception per two days

selection is excellent and 18% responded to very good and 6%

responded to good.

Hypothesis: Let the null hypothesis (HO) O < E is employee’s perception over

two days selections excellent and very good and the alternative

hypothesis. (HA) O > E employees perception over two days selection

is good.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

10) Present duration of selection process?

Feedback of Recruitment & Selection, table 5.10

Employees

S.No Methods Executive Non

Executive Total

1 One day 10

(20.00)

15

(30.00)

25

(50.00)

2 2 days 5

(10.00)

4

(8.00)

9

(18.00)

3 3 days 4

(8.00)

3

(6.00)

7

(14.00)

4 4 days - - -

5 5 days 6

(12.00)

3

(6.00)

9

(18.00)

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: This analysis indicates that most of the respondent i.e. 50%

responded for the duration of selection process is one day and 18%

responded for 2 days and 14% responded for the 3 days and 18%

responded for 5 days.

Hypothesis: Let the null hypothesis (HO) O < E is present duration of

selection process is between 1 day to 2 days and the alternative

hypothesis (HA) O > E is duration of selection process is between 3

days to 5 days.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

11) Are you satisfied with present recruitment procedure

regarding dependent employment?

Feedback of Recruitment & Selection, table 5.11

Employees

S.No Methods Executive Non Executive Total

1 Fully

satisfied

16

(32.00) -

16

(32.00)

2 Satisfied 7

(14.00)

5

(10.00)

12

(24.00)

3 Good 2

(4.00)

10

(20.00)

12

(24.00)

4 Dissatisfied - 10

(20.00)

10

(20.00)

5 None of

the above - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: This analysis indicates that most of the respondent i.e. 32%

responded on are you satisfied with present recruitment procedure

regarding dependant employment is fully satisfied and 24% responded

for good another 20% responded for dissatisfied.

Hypothesis: Let the null hypothesis (HO) O < E is most of the

employees are satisfied with the present recruitment procedure

regarding dependant employment and alternative hypothesis (HA) O >

E is some of the employees are not satisfied with the present

procedure regarding dependant employment.

Testing: The calculated value (E) is greater than the table value (O)

so null hypothesis is accepted.

Fully satisfied is 32%

Good is

24%

Satisfied

is 24%

Dissatisfied is 20%

12) Recruitment & selection is impartial and not influence by any

outsiders recommendations including politicians.

Feedback of Recruitment & Selection, table 5.12

Employees

S.No Methods Executive Non Executive Total

1 Fully satisfied 16

(32.00) -

16

(32.00)

2 Satisfied 7

(14.00)

5

(10.00)

12

(24.00)

3 Good 2

(4.00)

10

(20.00)

12

(24.00)

4 Dissatisfied - 10

(20.00)

10

(20.00)

5 None of the

above - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: This analysis indicates that 70% of the respondents are

responded to strongly agree and 16% responded for agree and 6%

responded for undecided and 6% responded for disagree and 2%

responded for strongly disagree.

Hypothesis: Let the null hypothesis is most of the employees agreed

that the selection and is employees is impartial and not influenced by

outside recommendation. And alternative hypothesis is some

employees disagreed with this opinion.

Testing: The calculated value (E) is greater than the table value (O)

so null hypothesis is accepted.

Fully satisfied is 32%

Good is 24%

Satisfied is 24%

Dissatisfied is 20%

13) Is there any provision of dependant employment in case of

death and other accidents?

Feedback of Recruitment & Selection, table 5.13

Employees

S.No Methods Executive Non Executive Total

1 Yes 16

(32.00)

17

(34.00)

33

(66.00)

2 Sometimes 5

(10.00)

6

(12.00)

11

(22.00)

3 Rare cases - - -

4 No - - -

5 Cannot say 4

(8.00)

2

(4.00)

6

(12.00)

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: Above analysis indicates that mot of the respondents i.e., 66%

responded for yes and 22% responded for sometimes and 12%

responded for cannot say.

Hypothesis: Let the null hypothesis is SCCL has that provision for dependent

employment in case of death or other accidents and alternative

hypothesis is there is no provision is maintained in case of death and

accident.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

66%

22%

12%

14) Ratio of selection in SCCL

Feedback of Recruitment & Selection, table 5.14

Employees

S.No Methods Executive Non Executive Total

1 3:10 10

(20.00)

9

(18.00)

19

(38.00)

2 1:3 10

(20.00)

11

(22.00)

21

(42.00)

3 3:20 - - -

4 Both a & b 5

(10.00)

5

(10.00)

10

(20.00)

5 None of these - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: I observe from the above analysis most of the respondents i.e.,

42% responded for 1:3 and 38% and 20% responded for 1:3 and

3:10.

Hypothesis: Let the null hypothesis is the ratio of selection of employees in

SCCL is for written exam 3:10 for interview and alternative hypothesis

is the ratio of selection of employees is SCCL in 3:20.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

3:10 is

38%

1:3 is

42%

Both a & b is 20%

15) What is the over all opinion about the existing recruitment &

selection process.

Feedback of Recruitment & Selection, table 5.15

Employees S.No Methods Executive Non Executive

Total

1 Excellent 20

(40.00)

5

(10.00)

25

(50.00)

2 Very good 4

(8.00)

10

(20.00)

14

(28.00)

3 Good 1

(2.00)

5

(10.00)

6

(12.00)

4 Average - 5

(10.00)

5

(10.00)

5 Poor - - -

Total 25

(50.00)

25

(50.00)

50

(100.00)

Source: Compiled from questionnaire data

Interpretation: Above analysis indicates that most of the respondents i.e. 50%

responded for excellent and 28% responded for very good and 12%

for good and 10% responded for average.

Hypothesis: Let the null hypothesis is most of the employees of SCCL are

satisfied with the existing selection and recruitment process and

alternative hypothesis is some of the employees are not satisfied with

the present procedure of recurrent process.

Testing: The calculated value (E) is greater than the table value (O) so

null hypothesis is accepted.

Excellent 50%

Average10%

Good12%

Very good28%

CHAPTER VI

CONCLUSION AND

SUGGESTIONS

CONCLUSIONS

1. The organization is following all the rules of government of

India in mattes relating to Recruitment and selection

procedures including reservation in the services.

2. Polices adopted by SCCL are transparent, legal and

scientific.

3. Recruitment and selection is fair.

4. Recruitment in SCCL is normally advertised in papers and

Recruitment cell will scrutinize them and release call letters

for written test and interview.

5. The rule of reservation provided for SC, ST, BC, PH and

women candidates will be in accordance with the

G.O.Ms.No.65 of Govt. of A.P.

6. 33.33%of posts will also be reserved to internal candidates.

7. In the matter of direct recruitment, reservation to women

to the extent of 33 ½ % will be implemented.

SUGGESTIONS

� Recruitment policy is satisfactory in SCCL but the periodicity of

recruitment is being more which needs to be reduced.

� Communication, personal and technical skills need to be tested for

employees covered under NCWA.

� The age limit of general duty medical officers and specialist

doctors must be reduced 40 years so that their services can be

used for a long time.

� Group discussions are to be reintroduced for those who appear for

the executive posts.

� Day-to-day changes taking place elsewhere can be implemented

in conducting the selections.

� Present system of providing self employment opportunities to the

employee sons/daughters are very good and may be providing

some more benefits to them on the merit basis.

� Preference is to be given in the case of employee children’s at the

time of the recruitment.

� Present system or providing campus recruitment and selections

for selecting talented students and other technical professionals is

good and it is to be continued in future also.

� The qualifications regard to the each post shall we standardized

and they shall not be changed unless warranted.

� Better to introduce computer based information system to do the

manpower planning and recruitment and also assess the exact

manpower and future manpower requirement to perform the

operation smoothly.

� Advanced planning is needed to fill vacancies, which require the

specialised skills.

� The existing two-day selection system to filling-up vacancies is

very good it will be continued in the future also.

APPENDIXES

� QUESTIONNAIRE

� BIBLIOGRAPHY

QUESTIONNAIRE

1. What is the source of recruitment? ( )

a) Internal B) External c) both

2. What is the upper age limit to recruit the employees for whom

degree is his requested qualification? ( )

a) 21 Years b) 25 years c) 28 years d) 32 years

e) 35 years

3. What is the method of recruitment? ( )

a) Direct b) indirect c) Direct Employment Exchange

d) Consultancies e) none

4. Time taken to announce result after conducting exam ( )

a) 1 day b) 3 days c) 6 days d) 9 days e) One year

5. The recruitment of new employees covers the following areas

a) production b) operation c) functional

d) strategic e) all the above ( )

6. The process of recruitment in SCCL ( )

a) Notification b) Scooting c) advertising d) riding

e) Reference

7. The process of selection in SCCL ( )

a) Application b) written exam c) interview

d) medical test e) all the above

8. Why do you prefer public sector unit (PSU) Like SCCL rather than

private sector ( )

a) Job security b) retirement benefits c) career growth

d) none of the above e) all the above

9. What is your perception over 2-days selection ( )

a) Excellent b) very good c) good d) average e) poor

10. Present duration of selection process ( ) a) One day b) two days c) three days d) four days

e) five days

11. Are you satisfied with present recruitment procedure

regarding dependant employment ( )

a) Fully satisfied b) satisfied c) good

d) dissatisfied e) none of the above

12. Recruitment selection is impartial and not influenced by one out

sides recommendations including politicians. ( )

a) Strongly agree b) agree c) undecided d) Disagree

f) strongly disagree

13. Is there any provision of dependant employment in case of

death and other accidents? ( ) a) yes b) some times c) rare cases d) no

e) cannot say

14. Ratio of selection in SCCL ( ) a) 3:l0 b) 1/3:2/3 c) 3:20 d) both a & b e) none of these

15. What is over all opinion about the existing recruitment

selection process? ( ) a) Excellent b) very good c) good d) average e) poor

RECRUITMENT

NAME :

DESIGNATION :

AGE :

WORKING AREA :

Experience :

QUALIFICATION :

BIBLIOGRAPHY

Essentials of HRM and IR - P.Subba Rao.

Dynamics of Industrial Relations - C.B.Memoria & Memoria.

Personal Management - C.B.Memoria.

Research Methodology -C.R.Kothari.