COMPANY PROFILE

BRIEF HISTORY OF THE ORGANISATION

Havell's Group came into being in 1958 with a small electrical goods trading unit M/s Guptajee
& Co. Manufacturing units have been added from time to time viz. Havells Industries (HI) in
1971. M/s Towers and Transformers (TTL) are a deemed public limited Company belongs to the
Havell's Group of companies a renowned name in the field of electrical.
Havell's India Ltd (HIL) was floated in 1983 in collaboration with M/s Christian Geyer A.G. of
Germany, which has raised capital through a public issue in 1993.
M/s Havell's Switchgears Pvt Ltd. (HSPL), a new group company, has since started trading and
Distribution of the groups has recently acquired Electric control and Switchboards Pvt Ltd.
(ECS) which is engaged in designing, fabrication, installation and commissioning of control
panels, switchboards, and bus bars etc.
Judicious mix of family control vis-a-vis delegation to professionals in planning and
management process with emphasis on product quality and after sale service has helped the
group to build a market image and to maintain effective presence in the market. Two of the group
companies, TTL & HIL have obtained ISO-9001 Certification.
HAVELL'S JOINT VENTURES
Miniature Circuit Breaker

GEYER Germany

RCCB & Controlgear

SCHIELE Germany

Changeover Switch

P E T E R R E I N S Germany

Moulded Case circuit Breaker

DORMAN SMITH UK

Wiring Accessories

Crabtree UK

Electronic Meters

AMPY UK

ORGANISATION STRUCTURE
The Group is driven by qualified and experienced professionals backed by a work force of over
4000 employees. All branches and manufacturing facilities are computerized and networked with
each other. An open door policy at all levels encourages employees to be participated, innovative
and creative. Empowering employees helps the organization in harnessing individual talents to
the fullest. Emphasis is laid on building team spirit, which helps employees to realize collective
potential.
QRG ENTERPRISES
QRG is step towards integrating all our companies under one common entity, one common
vision. QRG is the holding company of all erstwhile Havells group companies, which includes
Havells India, Crabtree India, Standard Electricals, Duke Arnics, Crabtree Aquatech and TTL.
But then what is QRG?
QRG is Havells in its new avatar. With a new vision. New purpose. Now dynamism.
QRG is committed to meeting the challenges of the new economy through business ethics, global
reach and technological expertise.

ABOUT THE T.T.L

2

Towers & Transformer Limited is one of the associate of the Havells group. T.T.L. Ltd has
innovative skills emerged as one of the manufactures and supplier of the electronic energy meter.
The company was originally incorporated on 20th Dec. 1971 by Qimat Rai Gupta under the name
of Towers & Pvt. Ltd. There after it was converted in to a Public Ltd Co. with its registered
office in Delhi. The name of the company was changed to T.T.L. Ltd on 3rd Feb 1998.
1- As per the memorandum of association of T.T.L. Ltd. the main objective of the company are To undertake and carry on all or any of the following industries, trades or business in all are any
of there branches and process and to do such acts and things as are necessary or usually done or
implied in undertaking or carrying on such trades or business, namely:
1)

To manufacture and produces, distributors transformers, voltages,

regulator, battery charges, battery eliminators, voltage testing voltage stabilizers, conductors,
enamel wires, cotton/paper cover conductors and other instruments and things required for or
capable of being used for in connection with wires.
2)

In pursuance to the above objectives the company is presently engaged

in manufacturing single and three phase residential and commercial KWH meters at its plant
located in Sahibabad Industrial Area, Ghaziabad. The company is one of the largest manufactures
of single and three phase meters in India producing annually over 3 million numbers. Further
with a view to serve the discerning customers all over the world. It has put up a separate world
class plant for high quality single phase and three phase meters at Faridabad.
In line with its constant aim of expanding its scope of capabilities and marketing off rings, the
company has entered into a strategic alliance with another major player in high end electronic
energy meters like M/S Duke Arnics Electronics Ltd. With this alliance the Havells has become
the only company in India to have complete range of energy meters, thus taking it to the category
of the leading manufacturing in the world.

PLANT AT A GLANCE
3

NAME OF THE COMPANY

HEAD OFFICE

: T.T.L. LTD.
: 1, Raj Narain Marg, Civil Lines
Delhi 110054

PRODUCTION UNIT

: Plot no. 6, Site - 4, Sahibabad

Industrial Area, Sahibabad,
Ghaziabad

QUALIFICATION

: Public Ltd Co.

DATE OF INCORPORATION

: Originally in 20th Dec. 1971

Converted in 3rd Feb. 1998 to
T.T.L.

EMPLOYMENT
CUSTOMER

: 500 Employees
: Cochin International Airport, City
Bank, I.T.C. Welcome Group,

Infosys, Hotel Inter Continental,

Sahara India, Reliance Industry,
Delhi Stock Exchange, P.V.R.,
Priya etc.

GROUP OF COMPANIES OF QRG ENTERPRISES

HAVELLS INDIA LIMITED

CRABTREE INDIA LIMITED

TTL LIMITED, SAHIBABAD

DUKE ARNICS ELECTRONICS LTD.

STANDARD ELECTRICALS LIMITED

CRABTREE AQUATECH LIMITED

HAVELLS GROUP
Havell's Group, India's leading multi product electrical engineering organization has been
offering the industries the benefits of expertise and experience of over three decades in the field
of Electrical Switchgear, Controlgear, Energy Meters, Electrical wiring Accessories and Cables
& Wires etc.
The group has eight Manufacturing plants in and around Delhi equipped with latest stateof-art
manufacturing facilities supported by strong marketing network of 20 branch offices, 16
representative offices, over 500 authorized dealers and more than 100 approved outlets catering
to the needs of discerning buyers across the country and part of Asia and Africa. Most of our
products manufactured by Havell's bear ISI MARK and all the products comply with the latest IS
& IEC Specification. Most of our existing plants have been certified and accredited by ISO 9001
further reinforcing our commitment towards quality. Havell's has made available the best
technology to the Indian buyers by virtue of its strategic alliances with leading global
manufacturers in their respective areas viz.Schiele of Germany, Geyer of Germany, DZG of
Germany, Dorman Smith of U.K., Crabtree of U. K.
Highly qualified and experienced professionals backed up by a work force of 1800 employees
manage the company. All the branches and manufacturing facilities are computerized and the
company has successfully implemented the first phase of Enterprise Resource Planning (ERP) so
as to provide faster response to its valued customers.

HAVELL'S NETWORK
6

Corporate office
Delhi
Branches:
Bangalore, Baroda, Bhopal, Calcutta, Chennai, Cochin, Hyderabad, Jaipur, Lucknow, Mumbai
Representatives:
Ahmedabad, Bhubneshwar, Chandigarh, Dhanbad,Guwahati, Indore, Jashedpur, Jalandher,
Ludhiana, Patiala, Pune, Sonebhadra, Varanasi
The Head Office of the group is based in Delhi. The office consist of 8'employees who were
involved in functions like sales & marketing, Accounts, Personnel & HRD, Commercial etc.
Over the years the head office has taken a multi-functional role and has evolved into a decision
making, policy formulating, monitoring & coordinating agency for the entire Group's business
activities, thereby transforming itself into the "Corporate office", besides retaining all unit based
activities.
The various functions currently being performed by the Corporate, office at New Delhi are:
a). Accounts:
The main function of the accounts dept. at Head Office is to control & supervise all the
accounting functions at the head office as well as the units. It involves finalisation of accounts of
the company & all the subsidiary company. It monitors investment and fund resources. It also
complies details for income tax & sales tax assessment cases.
b). Legal:
The main function of the legal dept. is to coordinate & streamline the realisation of money due
from various parties & check out all legal compliance's applicable to Havell's as per the
Companies Act. To satisfy all correspondences & complaints of shareholders. To correspond with
stock exchange, RBI; & other related dept.
c). Marketing
7

The marketing dept are responsible for overall formulation & implementation of marketing
strategies for their respective product lines. They also monitor the sales targets periodically & coordinate with the respective production dept. for timely deliveries schedules, collection of sales
proceeds, order status, dispatch details stock availability etc. Marketing dept. ensures
d). HRD & Personnel
The corporate. HRD & Personnel dept. is responsible for formulating, implementing,
administering, monitoring & reviewing periodically the personnel & HRD policies & practices
considered conducive to the overall development of the employees as well as 'the organization.
e). Business Development Department.
The main responsibility of this department is to improve the perception of the Group, pitch the
product against competition. It co-ordinate with the branches as well as the units for enquiries,
approvals & projects. This dept. also conduct seminars, product & Corporate presentation.
f). Commercial
The commercial dept. formulate policy guidelines for different units for buying of materials
sending production programs to factory, inspection cases to DGS&D, & inspection formalities. It
also involves attending liasoner, tender attending, & commercial correspondences etc.

g). Communication & Market Support

The role & responsibilities of CMS are as follows.
8

Design, creative development, Visualization, editing, proofing, printing, execution &

Distribution of catalogue, mailer, price-lists, profiles.
Release of press advertisements & press releases to agencies and print media.
Design and installation of dealers and retailers sign board, wall paintings, kiosks, bus back panels
& hoarding
Arranging an execution meets Conferences, seminars, Exhibition and road shows &
Launches.
Dispatch and billing.
New launch products: Pre-launch information / surveys, Post launch activities.
Product : Comparisons, life cycle analysis, sample analysis & features & benefits
Complaints after sale services/ analysis sample analysis & features & benefits.
Complaints after sale services / analysis /coordination with work.
EDP (Electronic Data Processing Dept.)
This dept. supervises the database at various units & also develops modules as per
requirement.
Developing various Database programs for the various dept.
Keeping the records of all hardware group / training tools of BAAN /To customise the
Baan Reports & interactive new system as per company's requirement.
(H) Export Department
Objective

To develop export orientation & Culture in Havell's Group

To achieve maximum penetration in South Asian, Middle east & African Market in coming

one year.
Function:

Export function

Market development: which involves international Dealers, Agent, and direct institutional

development.

Administrative

development:

which

involves

quality

improvement

&

packaging

improvement.

Exim commercial:

o Export documentation & customer clearance.

o Import documentation & customer clearance.
o

Availing export promotion benefits

o Interaction with banks for negotiation of export documents

o Interaction with A/c ( finance for arranging)
Basically it act as a NODAL AGENCY b/w Factory -HO - Supplier/customer.
JOINING FORMALITIES
(a) Submit the joining report.
(b) Submit copies of certificates supporting your educational qualifications, Date of birth
certificate and other testimonials, passport -size photograph, clearance certificate from your
previous employer.
(c) Fill in the Provident Fund nomination form.
(d) Complete the ESIC requirement.
(e) Submit a copy of the vehicle registration form for claiming conveyance allowance.
(f) Open a saving bank A/c with the prescribed bank for crediting of your salary: All the above
documents are to be submitted to the HRD & Personnel dept.
EMPLOYMENT RULES
10

(a) Timings
For Head Office:
Working Days:

Monday to Saturday.

Working Hours:

9:00 a.m. 5:30 p.m.

1.00pm - 1.30 PM (Lunch Time)

Weekly off days:

Sunday, Second Saturday

Sahibabad, Faridabad, Badli, KNW,TNW, Alwar, Madhopur,

Working Days
Working hours : 9.00 am - 5.30 pm
1.00 am - 1.30 pm (Lunch Time) Weekly off Days:
Attendance
You are required to sign the attendance register. A 'mark' is put if you are late & three such marks
result in deduction of half day's leave. However employees may be permitted to inform the office
in advance about their late comings on A/c of any unforeseeable exigencies subject however to a
maximum of twice a month.
Attendance is normally calculated from the 26 th of the previous month to the 25 th of the present
month for the calculations of salary. However this practice may somewhat vary from one unit
/business to the other.

8. PERSONNEL REGULATIONS.
11

(a) Probation /Confirmation

If you are newly appointed employee at the level of Dy.Manager or below you are normally
required to serve a one-year probationary period or as otherwise specifically prescribed. At the
end of the probation period,- your performance will be evaluated, and based on the assessment by
your seniors, a decision will be taken to either confirm you in the services of the company to
extend the period of probation or terminate your services and the decision as it may be, of the
management, will ,be intimated to you in writing. However it may be noted that either due to
unsatisfactory work performance or for any other reason whatsoever The services of a
probationer are liable to be terminated by the company by giving 7 (seven) days notice during
the probationary period & one month notice after confirmation.
(b) Increments & Rewards:
Depending upon your performance you may be given graded increments on the 1 st April every
year provided you had joined the conil)any before 1 st Oct of the preceding year. This practice
may somewhat vary from one unit / business location to the other. You cannot however demand
an increment as a matter of right. It will be based purely on your performance of the preceding
year, as assessed and recommended by your departmental head / unit head.
In case of very good performance, the management may decide to give you further recognition
either in status or in monetary terms, or both in appreciation of your work, and contribution.
(c) Promotion
These are decided on the basis of consistently good performance over functional head, discussion
with the HRD & Personnel dept. or the unit head at you _location.
(d) Leave Rules
At Head office : (as per Shops & Establishment act)
Casual leave
= 12
Privilege leave
= 15
Total
= 27
At Factories : (as per Factories Act, 1948)
Casual leave

=7
12

Earned /Privilege leave

Total

= 15
= 22

Casual leave
Leave availed of in the nature of personnel engagements and of casual nature will be adjusted
against "CL" standing to your credit. However if there is no casual leave is standing to your
credit, it will be adjusted against your privilege only.
Remaining unavailed CL will automatically stand lapsed at the end of the leave year / calendar
year.
Privilege leave
The term privilege leave is synonymous with "Earned Leave" or "Annual Leave" and is meant
for an employee's rest & recuperation. The company therefore expects that an employee will
avail of privilege leave at least once in each year & have an enjoyable holidays so that he returns
to work fully refreshed . 1.25 leave after every 20 actual working days and total 15 days for
which one must have' actually worked for 240 days in the previous year before his entitlement
begins: Earned leave with pay is allowed as under:
a) 3 leave after completion of first quarter., ,
b) - Balance leave after completion of 4th quarter .
All unavailed earned leaves are encashable at the end of the year. These shall not be carried over
for accumulation in the next year.

9. SOCIAL SECURITY MEASURES

ESI (Employee State Insurance):
13

ESI is a statutory social security scheme extended by the Govt of India. All employees drawing a
gross salary (excluding conveyance allowance) upto Rs.6500/(Basic + HRA) per month are
covered under the scheme. They can avail of medical facilities for self, spouse, children, &
dependent parents at the rate of 1.75% by the employee and 4.75% by the employer.
Provident fund (PF)
The Provident Fund Act of 1952 came into being to provide compulsory contribution on the
employer & that of the employee as an old age benefit to the employee.
According to its prevailing provision, the act states that "Every employee whose pay does not
exceed Rs.5000 PM (Basic earned) is required to becomb a member of the fund " However in
our organisation it is imperative for every employee, irrespective of the basic salary to become a
member of this fund".
The PF scheme is applicable to all the employees on the rolls of HAVELL'S and its other
associated subsidiaries companies. The employee contribution to the PF scheme is 12% of the
basic salary & Havell's also contributes an equal amount to employees provident fund account as
per EPF act 1952.
An employee can take loan from his PF contributions after fulfilling the necessary requirements.
The details of the same can be obtained from the personnel & HRD dept. at your location.
The entire contribution under this fund is payable to the employee under the following events.
(i)

Voluntary or normal retirement of an employee.

(ii)

In the event of the employee's death (amount will be paid to the nominee / nominees).

(iii)

If the employee retires due to permanent or total disablement.

(iv)

On employees resigning from the company or settling abroad.(after certain number of

months )
(v)

If the employee joins another company which does not have a PF facility
14

c) Employee Pension fund:

The family pension scheme, as an extension of PF, is applicable to all the employees on the rolls
of Havell's and its subsidiaries. The erfiployee's contribution to the scheme is @ 8.33% of the
employees' pay which shall be remitted by the employer to the EPF within 15 days of the close
of every month.
d) ) Gratuity
As a part of the terminal benefit extended to all the employees gratuity becomes payable upon
cessation of the employment after rendering a continuos service of not less than 5 years either in
case (six months or more are considered to be one year).
-On Retirement
-On Resignation
After completion of every one year he will be entitled for 15 days salary as gratuity. However in
case of death the Gratuity benefits will be payable (minimum one year service is required for
qualifying this. scheme). The Gratuity shall be payable for every completed year of service or
part thereof in excess of six months the employer shall pay the gratuity to an employee at the rate
of fifteen days' wages based on the rate of wages last drawn by the employee concerned on the
basis of the following formula.
15/26 x Last salary drawn x Number of completed years of service
e) Maternity benefits
According to the Maternity Benefit Act 1961 maternity benefits are applicable to all married
female employees of the company, who have worked for atleast 80 (eighty) days preceding the
12 months immediately the date of her expected delivery. The maximum duration for which any
woman is entitled to maternity benefits would not exceed 12 weeks, ordinarily six weeks upto &
including the day of the delivery & six weeks immediately following the date.
In case of miscarriage she shall on production of medical proof be entitled to avail leave with
salary (at the rate of maternity benefit) for a period of six weeks immediately following the day
of her miscarriage. In addition the employee can avail leave for a maximum period of one month
in case of her illness or illness of her child arising out of delivery. 15

However in case of a miscarriage or illness the employee should submit a medical certificate
from the registered medical practitioner . After completion of maternity leave& before resuming
duty the employee would have to submit a fitness certificate'.
f) Accident Insurance
Employees including managerial staff who have to travel regularly on office duty may be insured
against accident risks for an amount of Rs.1 Lac to 6 lacs according to their status as determined
by the company. The company shall pay 100% premium of such insurance. The categories are as
under:
TM (Top Mgt.)
SM (Senior Mgt.)
MM (Middle Mgt.)

Director /Executive Directors

President / Vice President
General Manager
AGM / DGMs
Managers
Dy. Manager/Asst. Managers

Rs.6,00,000/
Rs.4,00,000/
Rs.4,00,000/
Rs.3,00,000/
Rs.2,00,000/
Rs.,1,00,000/

10. ANNUAL BENEFITS:

a) Bonus /Ex-Gratia:
The Bonus shall be paid on the Earned Basic Salary during the financial year and to be
calculated as per the payment of bonus act. The percentage of bonus however decided by the
management in keeping with the profitability/performance of the units and also as per the
determining provision of the Bonus act. It is usually announced in the month of Oct/Nov each
year.

b) Leave Travel allowances (LTA):

The LTA is eligible only to those employees (staff) who are specially covered under LTA rules by
virtue of their appointment letter or agreement with the management, and shall be paid'as under.
Dependent family members shall also be covered under this scheme.
16

LTA can be availed only on completion of one-year service. However as a special case the
management may relax the rules and grant LTA benefits. In subsequent years the LTA benefits
can be claimed once during December to March every year.
Basic Salary
Rs. 5000/- and above (Basic)

Entitlement (Rs.)
Equal to one month Basic Salary p.a.

The employee has to inform the company of his plan to proceed on LTA must take sanction from
the competent authorities atleast 15 days in advance.
LTA not availed in any financial year will lapse unless otherwise it is permitted by the
management due to urgency of official work. The facts should be placed on records at Head
Office for such purpose.
c) Medical Reimbursement:
The employees drawing a salary less than 6501/- per month (Basic + HRA) are covered under
ESI and shall get free medical treatment under ESI Scheme. Hence
They shall not be entitled for any medical benefit from`the company.. Employee not covered
under ESI scheme shall get medical relief as per the mentioned norms below.
Salary

Entitlement

Rs. 6501/- and above (Basic + HRA)

Equal to one-month Basic salary p.a.

This benefit is extended to the employee, his spouse, children & dependent parents. Medical bills
should be submitted, minimum 60% to 70% in original and balance can
be through declaration.
d) Mediclaim Insurance Policy
Employees in the rank of GMs and above shall be covered - under "Mediclaim insurance policy "
and full premium shall be borne by the Company.
e) Leave Encashment
17

All the employees are entitled to this benefit. This benefit can be availed of provided privilege
leaves are standing to his credit The encashable amount would be calculated on the basis of his
prevailing total salary & is usually paid during
December/Jan every year. At the time of cessation of service either on account of Resignation,
Retirement or discharge the entire privilege standing to his credit is encashed as per the company
rule.
Loan scheme:
Presently, no specific loan scheme exists in the company but subject to availability of -additional
funds, loans may be given in exceptional cases on the 100% discretiion of the management for
the purpose of marriage of children, or dependent persons, housing, purchase of vehicle (in case
of entitlement) and or any unforeseen
circumstances.
To avail loan prior sanction must be secured in the prescribed proforma from Head office before
any case is considered / recommended. Presently we are allowing loan facility giving salary
equivalent to one-month total salary & same should be deducted in six equal installments.
Notice of Termination
On Probation :
During the probation period, the company may terminate the services of the employee at any time
by giving 7days notice with or without assigning any reason whatsoever. Similarly the employee
would also be at liberty to leave the services of the company at any time upon giving 7days
prescribed notice.

On Confirmation:
During the confirmed period, the company may terminate , the services of the employee at any
time by giving one-month notice with or without assigning any reason whatsoever. Similarly the
employee would also be at liberty to leave. the services of the company at any time giving one
month's prescribed notice.
18

Full And Final Settlement

In case employee decides to leave the organization he will have to submit his letter of
resignation to the Departmental head / Reporting manager.
Once accepted he will fill in a clearance form & get it signed from his departmental head. Therelieving letter would be issued. Only after the acceptance of his resignation & when the
clearance form reaches the HRp & personnel dept. The full & final settlement of dues would be
initiated as soon as the relieving letter is issued.
Marketing & Sales dept.
The marketing and sales department has to submit No due certificate from all the dealers, before
leaving the company
Service Certificate:
At the time of discharge, dismissal, termination of service, resignation or superannuation, an
employee shall be furnished with a service certificate in the prescribed form.

TRAINING & DEVELOPMENT DEPARTMENT

The company is growing with more products being sold to increasingly diverse set of customers
& competing against new set of competitors. It is therefore, imperative for us to keep abreast
with world engineering needs, market development & competition.
19

The main objective of T&D department is " to build a competent & competitive work force to
meet the challenges of growth & achieve the corporate mission". `Excellence' is moving target &
the means to achieve this is learning which in itself is an unending process". There is a constant
need for training in terms of product improvement and honing sales / marketing skill.
This needs result in establishing Training & Development dept., which impart training to the
employees in various fields. The process of training & retraining has been set into motion to
bring about a positive cultural & attitudinal change so as to ensure better responsiveness &
accountability among its employees & sufficient resources have been earmarked to promote
continuos development activities at all its business location in a planned, systematic & organized
manner.
Most of the Training programs are conducted by in-house trainer who adds to the sense of
belonging to the company & an itch to do something. The major focus area comprises of:

Corporate presentation programs.

Product Training programs

Sales management programs.

Skill development programs.

Technical education to dealers / customers

Servicing of products tips for proper use & preventive maintenance of products.

The various training programs will be conducted at Head office in Delhi and Regional offices
such as Calcutta, Chennai, Ahmedabad, Mumbai, Cochin, Hyderabad, Jaipur, Chandigarh etc.
Training programs are conducted for executives & managers to improve Technical &
Professional skills so as to ensure positive contribution towards enhancing all round development
of our employees as well as organisation thus equipping all concerned towards better
cohesiveness, improved, performance, & achievement of targeted results. These training
programs build a sense of comrade ship among the branches and also inter branch colleagues.
The training aims at updating the employees on the product, system & building the confidence to
motivate them in taking up the challenges to achieve growth, profitability & excellence.
20

RECRUITMENT
Before an organization can fill a job vacancy, it must find people who not only are qualified for
the position but also who want a job. Recruitment refers to organizational activities that influence
the number and type of applicants who apply for a job and whether the applicants accept the jobs
if offered. Thus recruitment is directly related to both human resource planning and selection.
Although it can be quite expensive, organizations have not always viewed recruitment as
systematically as other HR functions such as selection. During the coming years, however the
importance of recruitment will increase for many organizations for at least two reasons:

A majority of companies think that they will face shortage of employees who posses the
necessary skills for the jobs.

The downsizing and cost saving measures undertaken by many companies in recent years have
left recruitment budgets much smaller than before.
Thus recruiters will have to become acquainted with new and more cost-effective ways of
attracting qualified applicants.
VISION OF HAVELLS
We will become Worlds leading Electrical-equipment Supplier by using the technology of high
quality, Skills and making use of the wealth of opportunities present. In the coming years, we
will become the most competitive Electrical-Supplier Organisation.

MISSION OF HAVELLS
To become a World-class research based Electrical Company by using the skills and capabilities
as well as the opportunities present in the environment
PHILOSPHY OF HAVELLS

21

The essence of its success lies in the expertise of a fine team of professionals, strong relationship
with associate, the ability to adapt quickly and efficiently and ably supported with the vision to
think ahead.
QRG is continuously applying modern management technology such as kaizen to enable
employees to improve their day to day functioning in small steps, version of 5S, which stands for
a place for everything and everything in its place. The company has introduced these
techniques, as it firmly believes that small changes add up to large results and the only way for a
Corporation to grow to make its people grow.
PERFORMANCE
Havellss India Ltd., a US $ 1bn Company and is one of the largest and Indias fastest growing
electrical and distribution Equipment Company, manufacturing products. Havells Owns some of
the prestigious global brands like Crabtree, Sylvania, Concord: martin, luminance, Claude,
Sylvania: Linolite, SLI Lighting and zenith. With 94 branch/representative office and over 8000
professionals spread over 50 countries across the globe, the group has achieved rapid success in
the few years. Its 18 state of the art manufacturing plants spread over India, Europe. Latin
America and Africa.Havells India Ltd. is a name synonymous with excellence and expertise in
the electrical industry. Its 20000 strong global distribution network is always ready to service to
service its clients. The company has acquired a number of international certifications, like CSA,
KEMA, CB, CE, CPA, SEMKO, SIRIUM (Malaysia), SPRING (Singapore), TSE (Turkey), SNI
(Indonesia) and EDD (Bahrain) for various products. Today Havellss and its brands has emerged
as the preferred choice for a discerning range of individuals and industrial consumers both in
India and abroad.
PRODUCTS/ SERVICES

BUILDING CIRCUIT PROTECTION

INDUSTRIAL CIRCUIT PROTESTION

22

CAPACITOR

CABLES

ENERGY METRES

LIGHTING SOLUTIONS

CFL

FANS

HAVELLS SWITHES

MADULAR PLATE SWITHES

BATH FITTING AND ACCESSORIES

HAVELL'S WIDE PRODUCT RANGE

INDUSTRIAL

Switch fuses, Fuse Switches, HRC Fuse Links, Distribution Boards, Switch isolator and
allied products.

Contactors, Relays, Timers, Motor Starters.

Changeover switches, Programmable Switches, Control switches

SENTRY - Motor Protection circuit Breakers

Dorman Smith Load line Series Moulded Case Circuit breakers

DOMESTIC

Miniature Circuit Breakers, Residual Current Circuit Breakers, Plastic I Metallic

Distribution Boards.

PVC Wires / Cables

23

Crabtree Electrical Wiring Accessories (Modular Plate Switches)

KWh ENERGY METERS

Single & Three Phase

POWER CABLES:

Low Voltage PVC /XLPE Cables

Single core upto 1000 Sq.mm &
Multicrore upto 630 Sq.mm.

Control Cables

Special Purpose Cables

PROBLEMS OF THE ORGANISATION

The problem Havellss faces is that some of the employees are not really satisfied with the
Recruitment and Selection Process adopted by the Company, Job Security, Training and
Awareness for organizational goals and Training related to job. Most of the Employees are
satisfied with the Company but steps should

taken to improve Employee-Satisfaction in each

and every aspect.

FUTURE OF THE ORGANISATION
It can be said on the basis of the environmental changes taking place and internal capabilities that
the future of the Havells is bright. Some of the factors supporting the success of Havells are:
1) The cost and availability of technology used is reduced. So it able to use extensive
technology-base.
2) More and more customers want to use Electric-products
3) Havells uses foreign technical collaborations also.
1)

Havells employs high-quality scientists for doing continuous R&D.

24

2)

It is one of the importance factors that qualities professional are recruited in Havells,

which contributes to its success.

THE STUDY OF MICRO RESEARCH PROBLEM

OBJECTIVES OF THE RESEARCH
To study the Recruitment & Selection Practices at HAVELLS INDIA LIMITED
To identify the various factors companies undertake prior to the recruitment process.
25

 To study how the companies establish a fit between their business strategy and recruitment
strategy.
To study how the companies have coped with change in the market Vis a vis its recruitment
process.

RESEARCH METHODOLOGY
SOURCES OF DATA COLLECTION
Primary Sources
The primary data was obtained on wide scale ranging from pre-designed formats to open ended
interviews. The primary means were:
26

Questionnaires were administered across the top-level managers in the HR department of

the chosen organizations.

Discussions were held with some employees in order to obtain their view on the

recruitment strategies followed.

Secondary Sources
Data was also screened from secondary sources for further inputs.
Also data was obtained from various journals in order to supplement details of recruitment trends
globally and locally.
SAMPLE DESIGN
Type of sampling: Random sampling method was used to obtain data.
Sample extent: Ghaziabad

ANALYSIS
Analysis And Reporting Of Data
Q1. Are You Satisfied with the Recruitment and Selection Procedure adopted by the company?
1
80%

Yes 80%

NO 20%
27

2
20%

INTREPRETATION: It was observed that 80% employees are satisfied and 20% employees are not satisfied with the
recruitment and selection procedure adopted by the company.

28

Q2. Are you satisfied with the job security?

YES 70%

NO 30%

2
30%
1
2
1
70%

INTREPRETATION: IT was observed that 70% employees are satisfied with the job security and 30% employees are
not satisfied.

29

Q3. Are you satisfied with training related to job?

YES 70%

NO 30%

2
30%
1
2
1
70%

INTREPRETATION: IT was observed that 70% employees are satisfied with Training Related to the job and 30%
employees are not satisfied.

30

Q4. Are you satisfied with the way with which performance is measured?
YES 70%

NO 30%

2
30%
1
2
1
70%

INTREPRETATION: 70% employees said that they are satisfied with the ways used to measure the performance but
30% were dissatisfied.

31

Q5. Are you satisfied with the attitude of head of department?

80% Satisfied

15% Average Satisfied

05% Not Satisfied

3
80%

1
2
3

1
15%

2
5%

INTREPRETATION: 80% Employees are satisfied, 15% are average satisfied and 05% are not satisfied with the
attitude of head of Department.

32

Q6. Are you satisfied with the approach of HOD in case of mistakes?
80% Satisfied

15% Average Satisfied

05% Not Satisfied

INTREPRETATION: 80% Employees are satisfied, 15% are average satisfied and 05% are not satisfied with the
approach of HOD in case of mistake.

33

Q7. Are you satisfied with the company?

Yes 80%

NO 20%

1
80%

1
2
2
20%

INTREPRETATION: It was observed that 80% of the employees are satisfied with the company and 20% of the
employees are not satisfied with the company.

34

MANPOWER PLANNING AND BUSINESS PLANS

HAVELLS INDIA LIMITED
HAVELLS INDIA LIMITED follows a detail manpower planning process. However this
planning or the recruitment for any positions have to be sanctioned by the top management. It
does not follow a system of projections for the 5 years since they believe that it is too long a
period considering the fast changing environment. As a result it does not allow them to keep a
focused approach eventually affecting the recruitment quality and process. The projections are
drawn for 2 years. In fact the projections are yearly where a detailed plan is drawn up, a budget
is made and a sanction obtained for the same. Also the requirements are identified for the next
year, which then in the coming year is drawn in detail. Hence the blue print of the next year is
prepared.
The budget is prepared extensively, which holds an important process in the entire function. The
data from all centers all over the country and regions are taken. The data is then assessed in terms
of the type of the type of people needed how many of each is needed, the qualifications and the
number of years of experience needed. How many employees are expected to retire that year,
how many are expected to resign. What are the debt levels etc, the financial and market situation
of the company is judged.
Following which the board sanctions the manpower plan and the recruitment process begins.
This also allows HAVELLS INDIA LIMITED to tailor its manpower plans to its corporate
objectives since the profiles of each are drawn up in consultations with the line management, top
management (depending whether managerial or non managerial) and the experience of the past
years.
The linkages developed as consequences of the above are above are strong between the
manpower plans and business plans. It helps to assess the number of employees redundant.
Considering the competitive scenario it is imperative for the company to keep a tab on its
requirements and invest in the making of its manpower plans. The results are evident in the
success of HAVELLS INDIA LIMITED, the fact that it leads the market.
The company has a well-laid out succession plan which forms an essential backbone of the
company.

SWOT-ANALYSIS
35

STRENGTHS
1) Genuine concern for human resource management and development.
2) The organization perceived as a fair and model employer.
3) Excellent training opportunities and facilities.
4) Low level of absenteeism.
5) Highly satisfied and motivated workforce.
6) Technical collaboration with reputed firms abroad.
WEAKNESSES
Some of the weaknesses are:
1.

Employees are not fully satisfied with the job security.

2.

Employees are not fully satisfied with the training and awareness for organizational goals.

3.

Employees are not satisfied with the approach with which the success is measured.
OPPURTUNITY

1)

In Todays world there is a boom in technology so, the company can take advantage of
this technological boom by adopting the system of recruitment like video conferencing etc.

2)

More of the talented people are available these days due to more and more emphasis on
professional education. So, the company can hire these talented people.
THREATS
IT is a very strong organization but some of the threats can be:

1)

Increasing competition: Today many companies are producing the Electrical supplies of
better quality.

2)

Tax-Policy: The Government can raise the tax-rates due to increasing entrants in this
industry.

3)

The Increasing Competition Can increase the labours turn over ratio.

FINDINGS
36

Till recently the rules of recruitment were very retrogressive. Companies simply hired fresh
graduates or MBAs - seeking out the top rankers - started them off as trainees, mainly oversaw
their vertical progress and repeated the process every year. On the rare occasions that they had to
recruit at higher levels, they advertised - the discreetness of the address matching the stature of
the company as a coveted employer - or used services of a head hunter and chose on the basis of
a track record. Job hoppers were never favored and companies hired everyone for lifetime.
Now a recruitment revolution is beginning. And the people whom company will soon compete
for most fiercely will be those who have earned their spurs in different functions, companies,
industries- and not one company, one function specialist. Having succeeded in hiring them,
CE0s must not expect all of them to stay. Some will leave the company when the company
changes its operational focus - as it must to stay ahead of change and needs different kind of
people. Others will opt for entrepreneurial careers in favor of -, employment. Yet others will go
back to school to restrictions -educate themselves and proceed to the next phase of their portfolio
careers'
Abandoning their old policies of hiring only at the bottom, therefore companies will have to
induct new talent at every level, including those where internal promotions were once developed
rigueur. Even the search for CE0s will intensify as new competitors look for team captains and
existing companies feel the need for new qualities - not available in house - in their CE0s. lnfact
the search for the right people at every level will pick up pace.
And while companies will have to develop innovative techniques to beat the competition at
recruitment hotspots like campuses, they must also look outside their conventional hunting
grounds. For that is where people with unorthodox Winning ideas will come from CE0s looking
for breakthrough marketers will have to recruit them from other industries since everyone
already in the sector will only offer tired ideas. Hunting for knowledge workers, company VA
have to raid research laboratories, non-governmental organization's, college staff-rooms and even
sports fields. And the quest for managers with the ability to lead mega projects will have to be
global and not limited to the country.
At the organizational level, companies must tailor their manpower recruitment plan to corporate
objectives, drawing up the profiles of suitable fires accordingly. Company focusing
37

on new

business development will have to seek entrepreneurial abilities; companies planning to

withdraw from diversifications must look for pragmatists; companies chasing growth through
alliances should hire people comfortable in different cultural backgrounds. Above all companies
must hire for the future, anticipating jobs that may not be in existence yet.
So recruitment of managers must focus not on functional expertise, but for attitudes and
approaches that fit the corporate goals and culture. Among the qualities that companies will have
to screen, therefore will be interests, disposition, attainments, general intelligence, special
aptitudes are even physical makeup. For every job that a company seeks to fill therefore the
must prepare psychological profiles of the ideal candidate. And to test candidates for a fit with
that profile, companies will increasingly have to use psychographics testing techniques such as
Thomas Profiling. Myers- Bdgg Type indicator, or the particular preference

Inventory that

draw up the complete psychological and behavioral characteristics of an individual.

The test for personality traits will involve using unconventional tools like graphology. Also on
test will be candidates result orientation analytical ability, initiative, communication skills and
innovativeness, giving employers as much information as possible with which they decide
whether an individual will be appropriate for the job. To validate the conclusions of the tests,
line managers and human resources personnel who conduct interviews will have to be trained
interviewing skills. And companies will have to use multi-session depth interviews ad of one off
interactions to explore different facets of a candidate under different circumstances and varying
degrees of pressure.
What are the elements which companies must use to entice top talent? Compensation will be
crucial only till it isn't absurdly below. The competitors offer. Instead recruiting teams will have
to market their company as a place where employees have fun working, particularly to people
that the company is trying to hire from old-fashioned organizations.
A corporate culture that cares for people and gives them room to grow will be a company's
strongest magnet for attracting good people. CEOs will have to ensure that their line managers
and human resources department design unconventional jobs and daring responsibilities to create
offers that their targets cannot refuse. And if pursuing the right person and convincing him to
agree takes time, the companies should be willing for it. In the knowledge economy the
corporate quest for intellectual capital will be a continuous process.
38

It is not always enough to be simply in the right place at the right time. The effective job
searcher creates opportunities in a systematic way. Effective job search involves several steps
including self-assessment, information gathering and networking, targeting specific jobs and
successful presentation.
The job search process begins with self-assessment. The purpose of self-assessment is for job
searchers to recognize their career goals, their strength's and weaknesses, interests values and
preferred life styles. This information is later used in the search process to help the applicant
assess whether there is a fit with a particular job offer. The assessment is similar to what
organizational recruiters will be doing, only from the perspective of the applicant.
Information gathering and networking are methods for generating lists of potential employers
and jobs, information sources include newspapers, trade publications, college recruitment offices
and organizational insiders.

A DIAGNOSTIC APPROACH TO RECRUITMENT - the process

39

Various factors in the environment affect the recruitment process. The recruitment process
begins with an attempt to find employee with the abilities and attitudes desired by the
organization and to match them with the tasks to be performed. Whether potential employee will
respond to the recruiting efforts will depend on the attitudes they have developed towards those
tasks and the organization on the basis of their past social and working experiences. Their
perception of the task will also be affected by the work climate in the organization.
How difficult the recruiting job is depends on a number of factors: external influences such as
government and union restrictions and the labor market, plus the employer's requirements and
candidates preferences.

40

EXTERNAL INFLUENCES
GOVERNMENT AND UNION RESTRICTIONS
Government regulations prohibiting discrimination in employment and hiring have a direct
impact on recruiting practices. Although there is no guaranteed way to avoid legal entanglements
associated with recruiting, some basic principles of sound recruiting practices can be followed.
a)

Post notices regarding the availability of a job.

b)

Publish a list of qualifications necessary to fill the job. Distinguish between essential
qualifications and desirable ones.

c)

Use recruiting sources that will reach the greatest number of potential applicants in the job
market.

d)

Be wary of establishing qualifications that might directly or indirectly exclude members of

protected groups.

e)

Be sure the job qualifications are applied to every applicant in a consistent manner.

41

RATIONALE TO THE STUDY

Recruiting and screening is the first line of defense when it comes to bringing the right people
into the organization. Determining who the right people are should not end with experience and
education, but with personality, attitude, communication abilities, and other behavioral
characteristics that fit the organization
The overall aim of the recruitment & selection process should be to obtain at minimum cost the
number and quality of employees required to satisfy the human resource needs of the company.
Hitting the hiring bull's eye is one of an

executive most important and most difficult

responsibilities. Using interviews, reference checks and sometimes-even personality tests, they
try to infuse logic and predictability into hiring. Still, success remains elusive.
If hiring has always been a daunting task, today's economy makes it more so. The global scope
of business has increased the demand for talented senior executives in the corporate ranks.
Meanwhile supply is shrinking as more and more people-in particular promising MBA's choose
to work for start up ventures or go Into businesses for themselves. At the same time the nature of
work itself is in flux.
Until the 1990s, jobs were pretty uniform. In the classic, functional organization cultures were
relatively comparable, too - formal, hierarchical, and based on individual achievement. But with
the advent of new organizational forms such as joint ventures and strategic alliances and with
growing prevalence of teams, free agents and networking, finding the right person to fill a job
has become more complex.
What competencies, after all these new kinds - of companies and cultures require? Nowadays
the CEO's of two companies in the exact same industry may need entirely different skills and
personal styles to succeed.
Many talented people leave their organizations because senior managers don't understand the
psychology of work satisfaction; they assume that people who excel at their work are necessarily
happy in their jobs. Strong skills do not always reflect or lead to job satisfaction. Many
professionals, particularly the leagues of 20-30 something's streaming out of today's MBA
programs, are so well educated and achievement oriented that they could succeed in virtually any
job. But will they stay?
The answer is, only if the job matches their deeply embedded life interests.
42

Personal values have changed with workers of the new millennium. Employee/ employer loyalty
has diminished and work environment and a "work/life" balance are more important than ever. It
is clearly evident that as we move into the new millennium, only companies than ever.
It is clearly evident that as we move into new millennium, only companies that have a worldclass recruitment, placement and retention solution will survive .
Considering the above scenario studying the recruitment and retention strategies was the most
appropriate topic for my end term project. Since successful practices of HR begin with an
appropriate selection process and retaining the best talent within the company is another
challenge.

43

Diagnostic Model

Internal Environmental
Influences

External
Environmental
Influences

Govt.Regulations &
Laws
The Union
Economic Conditions:
domestic &
International
Composition Of labor
force
Location of the
Organisation

Strategy
Goals
Organizational Culture
Nature Of the task
Work group
Leaders style & experience

HUMAN RESOURCE PROCESSES

Acquiring
Human
Resources
HR
planning
Job
Analysis &
design
Recruitme
nt &
Selection

Rewarding
Human
resources
Performan
ce
Evaluation
Compensat
ion
Benefits &
Services

Developing
Human
Resources
Orientation
& Training
Developme
nt
Career
Planning

Protecting and
Evaluating
Safety, health
& wellness
Evaluation

Desirable End Results

Socially responsible & Competitive, high quality Competitive, high
Ethical practices products quality services

44

COMPOSITION OF LABOR FORCE AND LOCATION OF ORGANIZATION

As the number of legal requirements has increased, it has become more important for an
organization to analyze the composition of workforce. Such analysis is done to determine
whether the firm's employment practices are discriminatory. The location of the organization
and the relevant market will play a major role in the composition of the work force.
Therefore, government and union restrictions labor market conditions, the make up of the work
force and the location of the organization are external forces that affect each other. None of these
forces are necessarily more important than any other force. Each of them must be considered in
developing a sound recruitment plan that results in an effectively functioning organization.
INTERACTIONS OF THE RECRUITAND THE ORGANIZATION
The nature of the organization and the goals of the manager are highlighted in the above
diagram, as is the nature of the task. The techniques used and the sources of recruitment vary
with the job. As far as the applicants are concerned, their abilities and past work experience
affect how they go about seeking a job.
The organization's view of recruiting
Several aspects affect recruiting from organization's view point : the recruiting requirements set,
organization policies and procedures, and the organizational image.

45

Recruiting requirements
The recruiting process necessarily begins with a detailed job description and job specification.
Without these, it is impossible for recruiters to determine how well any particular applicant's fits
the job. It should be made clear to the recruiter which requirements are absolutely essential and
which ones are merely desirable.

This can help the organization avoid having unrealistic

expectations of potential employees : an employer might expect applicants who stand first in
their class, are president of all extra curricular activities, have worked their way through school,
have 10 years of experience and are willing to work for long hours.
Contrasted with this unrealistic approach, the effective organization examines the specifications
that are absolutely necessary for the job. Then it uses these as its beginning expectations for
recruits.
Finding applicants who possess the needed skills for a job is the "science" of recruiting. Beyond
determining whether an applicant has the skills needed for the job, recruitment in the coming
years will also have to determine whether the applicant will function well within the culture and
value system of the organization. Interview performances in terms of interpersonal styles is one
of the most critical factors used by recruiters to evaluate prospective job candidates.

46

Organization policies and practices

In some organization's, HRM policies and practices affect recruiting and who is recruited. One
of the most significant of these is promotion from within. This policy means that organization's
recruit from outside the organization only at the initial hiring level. They feel this is fair to
present loyal employees and assures them a secure future and a fair chance of promotion, and
most employees favor this approach. Some employers also feel this practice helps protect trade
secrets.
Organizational image
The image of the employer generally held by the public can also affect the recruitment. all else
being equal it is easier for the organization with a positive corporate image to attract and retain
employees than an organization with a negative image.
The good or bad, well-known or unknown images of these organization's will affect how they are
viewed by the job recruits. The organizations image is complex, but it is probably based on what
the organization does and whether it is perceived as providing a good place of work. The larger
the organization, the more likely it is to have a well-developed image. A firm that produces a
product or service the potential employee knows about or uses is also more likely to have an
image for the applicant.
The organization's image is also affected by its industry. These images change. Job applicants
can seldom have interviews with all the organizations that have job openings of interest to them.
Because there are time and energy limits to the job search, they do some preliminary screening.
One of these screens is the image the applicants have of the organization, which can attract or
repel them.
In sum, the ideal job specifications preferred by an organization may have to be adjusted to meet
the realities of the labor market, government or union restrictions, the limitations of its policies
and practices and its image. If an adequate number of quality people apply, the organization may
have to adjust the job to fit the best applicant or increase its recruiting efforts.

The potential employees view of recruiting

47

The applicants have abilities, attitudes and preferences based on past work experiences and
influences by parents, teachers and others. These factors affect recruits in two ways: how they
set their job preferences and how they go about seeking a job.
Preferences of recruits for organization and jobs
Recruits have a set of preferences for a job. The recruit also faces the limitation of labor market,
government and union restrictions and the limits og organizational policies and practices. The
recruit must anticipate the compromises just as the organization does.
What factors affect the organization decision? A more educated set knows the labor market
better, have higher expectations of work and find organization's that pay more and provide and
more stable employment.
METHODS OF RECRUITING
Most job openings are filled with people from within the organization and entry-level positions
are the most likely to be filled by external sources. Methods for internal recruiting include job
posting, skill inventories, job bidding and referrals. Methods of external recruiting include
school and college recruiting, advertising, and using employment agencies and executive
research firms and the internet.
Internal versus external recruiting methods
Internal recruiting methods include posting position openings, distributing memos within the
organization and searching organizational databases for a match between the skills required to
perform the job and the skills held by the current employees. This method of recruiting looks to
internal sources to fill positions and encourages promotions from within. External recruiting
methods include advertising position. Whether managers choose internal or external-recruiting
methods depends on the degree to which organization's strategy encourages promotions and
transfers from within the organization. Recruiting from within can lead to job satisfaction and
motivation if employees see new career opportunities available. In addition filling positions with
existing employees ensures to large ext6ent that these employees are socialized as to the
organization's culture and personality. However problems can arise if the internal promotion
system is not viewed as fair.
48

The best way to avoid negative backlash when hiring or promoting from within is to install fair
practices and procedures. If steps are taken to ensure a fair internal promotional process, most
people will accept their loss and remain productive and useful organizational citizen. External
recruiting method helps bring new ideas and approaches to the organization.

49

Internal recruiting methods

Job positioning
Many position can be filled as a result of posting the job opening on the bulletin boards,
announcing the opening in a company newsletter or posting announcement on the companies
intranet. A job posting procedure enables employees to strive for a better position within the
company. Notices of important openings should include all-important information about the job.
Some firms have turned to computers to make their job posting more fruitful. All employees
who wish to participate complete questionnaires about themselves, which include items
concerning relocation willingness and preferences as well as training and educational
backgrounds. A few skills are selected out of the total that best represent their functional skills.
When a position needs to be filled the requirements are matched and candidates selected.
Although positing jobs can be an efficient method of recruiting, number of problems have been
associated. Example it can lead to personal bias and stiff competition.
Skills inventory
Another recruiting method is the use of skill inventories. Essentially a skills inventory includes a
list of employee names, their education, training, present position, work experience, relevant job
skills and abilities and other qualifications. The organization can search through the company
skill inventory to identify potential candidates for the position opening.
Job bidding
These procedures typically specify that qualified applicants from within the bargaining unit must
fit all jobs covered by the agreement. Those interested in the vacancy bid for the job by applying
if they are qualified. The individual fills the position with the highest seniority from among the
qualified applicants. In some cases applicants take competitive examinations. However only
current employees are eligible.
Using a job bidding system is normally very easy. However it can present some difficulties.

50

Referrals
An excellent source of information is current employees who may know someone who would be
qualified and interested in the open position. To entice employees to make job referrals, some
companies offer a referral bonus. People tend to associate with people like themselves, if the
employee fits the organization, chances are his or her referrals will be good. Employees, whose
referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the
company.

51

EXTERNAL RECRUITING METHOD

School and college recruiting
Recruiting at high school or vocational schools is often a strategic approach adopted by
organizations with position openings at the entry level or internal training programs. Recruiting
at the college level serves as a major source for acquiring managerial, professional and technical
skills.
The gap that exists between the skills that organizations will need over the next several years
and those currently possessed by potential employees is growing. The number of jobs requiring
a college degree is on the increase.

Unfortunately for the organization it is a very time

consuming and expensive exercise. But pressures from the external environment will continue to
force organizations to be highly visible and active in this kind of recruiting.
In college recruiting the organization sends an employee usually called a recruiter, to a campus
interview candidates and describes the organization to them. Coinciding with the visit, brochures
and other literature about the organization are often distributed. The organization also runs ads
to attract the candidates.
In the typical procedure, those seeking employment register at the college placement service.
This placement service is a labor market exchange providing opportunities for students and
employers to meet and discuss potential hiring. Preliminary interview with employers is done.
Students are given detailed influence about the job and the profile. Salaries are negotiated. The
expenses are borne by the organization. Many of the changes are designed to reduce overall
recruiting costs while maintaining a strong applicant's flow into the organization. The trend
seems to be for an organization to develop a stronger, ongoing relationship with a relatively
select number of schools.

Advertising
52

Advertising job openings in newspapers, magazines, newsletters and other media sources is a
relatively inexpensive recruiting mechanism. Advertising is useful for filling open position
quickly. Advertising usually does not target a specific audience. Specified defined advertisements
will attract qualified applicants, dissuade unqualified ones from applying and make the
recruitment process more efficient.
Private employment agencies
Private employment agencies vary considerably in size and effectiveness as good sources of
employee and must be chosen carefully by employers and job seeking alike. A preliminary
interview is conducted for the applicants. Unfortunately some agencies are more concerned with
placing employees quickly than in effecting a good match between the employee and the
organization. The discrepancy can be reduced if the HR managers give detailed and specific
requirements.
The internet and the WWW
One of the fastest growing recruitment methods is the internet and the WWW. Companies who
do use the lnternet as a recruiting source appear to be happy with the process and the results. It
allows access to broader set of people and hence broader set of expertise and skills. It is also
faster and convenient. However it may not be accessible to all.

53

UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to locate and
hire their workers. Although one technique may work well for some organizations, the same
technique may prove ineffective for others.

Some technique may mesh well with the

organization's competitive strategy, but others do not.

By integrating both internal and external recruiting techniques, a company can develop an
overall recruiting plan that is specifically tailored to support its overall strategy and result in
selection of highly qualified applicants.
Exactly how many recruits are needed can be determined from past recruitment efforts.
Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the
number of candidates who pass a particular recruitment hurdle divided by the number who
attempted the hurdle.
It is important to keep in mind that the plan should support the companies overall strategic
approach.
Re- Recruitment strategies
Re-Recruitment strategy is a series of steps a company can take and retain key employees. ReRecruitment strategies are a good idea, but essential in turbulent times such as after downsizing
or a major organizational restructuring. Key employees are defined as employees whose loss
would have a most detrimental effect on the organization.
Once the key employers have been located, the next step is to determine what can be done to
motivate them to remain with the organization. A flexible work arrangement will mean
something different to every employee, so it is important to dearly delineate what key employees
want and need with respect to flexibility.

Flexibility can also be offered by introducing

compressed work weeks, flexible starting times and comp time where workers can leave work
for an hour or two to deal with family matters. An increase in the compensation can also help
retain a key employee. Retention bonuses have also been used successfully as a means of getting
technical staffers.

Without a salary adjustment key employees may be stolen away by

competitors.
Career development opportunities
54

College graduates entering work force for the first time are clear about their expectations and are
less willing to adapt their values and work styles to accommodate to their employers.
The following factors entice first careerist to stay with the job and the company:
1.

Immediate involvement in the essential work of the firm.

2.

The ability to apply newly learned knowledge and skills.

3.

The opportunity to understand the big picture of the firm.

4.

Rapid career development.

5.

Rapid salary advancement.

6.

The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of programs for new employees.
One factor that should be considered prior to selection is the "fit" between the individual career
objectives and the career path that can be realistically offered by the firm. Career planning
which refers to the point in a career where future hierarchical movement is unlikely, has become
a real problem in organization's today. Downsizing and restructuring has severely restricted the
potential for vertical movement in many managerial career paths.

55

ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit. Instead they can rely on
alternative staffing options.
Common alternative staffing options

Traditional temporary help

A potential employee is recruited, tested, screened and employed by a temporary staffing agency.
They assign qualified individuals to work at a clients site, generally to support or supplement the
current work force.

Long term temporary assignments

It is becoming increasing popular for an organization to staff part of its work force with
temporary workers on an ongoing basis.

These individuals are not considered short-term

replacements, but more a part of the regular work force.

Part time employees

Workers who work less than 40 hours a week are considered part time employees. They can be
organization's pay roll or assigned via a temporary agency.

Employee leasing
A Company will transfer some of its employees to a leasing firm. The leasing firm then leases
back the workers to perform the same job they did for the Client Company. However the leasing
firm is now responsible for cost and work associated with the typical HR functions such as
Payroll, benefits and record keeping.

Independent contractors
Independent contractors are self-employed individuals who market a specific skill they posses to
a variety of companies. A Company will hire them for a specific project or contract. Payment is
usually based on the time and effort the individuals put forth on the project and expenses are
frequently reimbursed.

Outsourcing services
An independent company with expertise area will contract with a firm to take full responsibility
for that specific function in the organization.
56

EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in recruiting should be
evaluated periodically. One of the most important reasons to evaluate recruiting method is to
determine the cost versus benefits of various methods. When recruiting method do not attract
enough applicants many organizations respond by raising the salaries. Although some job
applicants may be enticed by money, this may not be a cost-effective method of recruiting.
Further employees within the organization may perceive inequity if new employees are brought
in at a similar or even higher salary.
Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses
of recruiters, travel expenses of potential job applicants and recruiting agencies. These costs
must be weighed against factors such as the potion of acceptance offers. At a minimum,
organizations should compare the length of time applicants from each recruiting source stay with
the organization with the cost of hiring from a particular source. The effectiveness of recruiting
method varies among organizations and even jobs within the same organization.

57

THE SELECTION PROCESS

Selection is the process of choosing individuals who have the qualifications to perform a
particular job well. Organization differs as to the complexity of their selection systems. Some
organization's make a strategic decision to fill positions quickly and inexpensively by scanning
application forms and hiring individuals based on this information alone. Other organization's
however makes a strategic decision to choose the best person possible by having an elaborate
and sometimes costly selection system. These systems may require potential employees to fill
out application forms and provide information for a background check, take a number of job
related tests, and perform well through a series of interviews. Most organization's have. more
than one selection process.
Application blanks and resumes:
The initial screening of potential employees is usually done by examining resumes and 1 or
having applicants fill out an application blank. Items that should be requested on an application
include general biographical information. Much of information gathered on application blanks is
objective so that the human resources manager can verify it. Verification of information on an
application is becoming increasingly important to avoid claims of negligent hiring. An employer
is guilty of negligent hiring if he or she failed to perform a thorough background check on an
employee whose infliction of harm could have been predicted.
Once the application has been verified, it can be numerically scored to make it comparable to
others. The process of qualifying an application is called weighting an application. The use of a
weighted application blank involves placing a value or score for the items on the application that
have been found to predict successful job performance. Applicants receive points according to
the information they report on the form and can then be ranked based on their total points.
Although weighted applicants blanks have been found to be predictive of future performance, the
time and cost of developing an effective are often prohibitive.
Resumes are often instead of application blanks. Job applicants develop their own resumes,
which should include essentially standard information.

TYPES OF SELECTION TESTS

58

A number of selection tests have been developed to aid the human resources manager in hiring
employees. The following section covers mental ability test, work sample tests, trainability tests,
personality and interest inventories and honesty tests as selection devices.
Mental ability tests
Paper and pencil tests have been developed by psychologists and are used by organization's to
measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such as
general intelligence, an understanding of spatial relationships, numerical skills, reasoning and
comprehension.
Work samples
Also called performance tests, work sample tests measure the ability to do something rather than
the ability to know something. These tests may measure motor skills or verbal skills. Work
sample tests should test the important aspects of the job. Since job applicants are actually
performing a small portion of the job, it is difficult to "fake" ones ability on these tests.
One of the most effective ways to design work sample tests is by using the results of a job
analysis, because the results of a job analysis indicate which tasks are most critical and which are
required for successful competition of the task. It is easy to determine which activities need to
be represented on the tests.
Trainability tests
For jobs in which training is necessary due to
1.

The skills level of the job applicants

2.

Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate. In the first step of the
process, the trainer demonstrates how to perform a particular task. Then the job applicants are
asked to perform the task while the trainer helps to coach him or her through the process several
times. Finally the candidate monitors the performance, recording any errors, to determine the
overall trainability of the job applicant.
59

But work sample tests and trainability test have shown to have high to moderate success
predicting job performance.
Personality and general interest inventories
Personality and general interest inventories are tests that have no "correct" or "incorrect"
answers.

Interest tests are used to measure an individual's work and career orientations.

Personality tests focus on identifying traits or typical behaviors of individuals and are used to
measure a variety of traits including aggression, self-esteem and type A behavior. Although
personality and general interest inventories are tests that have no "correct" or "incorrect"
answers.

Interest tests are used to measure an individual's work and career orientations.

Personality tests focus on identifying traits or typical behaviors of individuals and are used to
measure a variety of traits including aggression, self-esteem and type A behavior. Although
personality tests can be costly, they can help human resources manager's determiner individual
characteristics opt obtained from a resume, thus increasing the likelihood of finding a go "fit"
between the job position and the employee.
A serious criticism of personality inventories is their tendency to be invasive in that they seek to
"uncover revealing data about a person's psyche. Companies that use this type of pre
employment tests must therefore ensure that the information they seek and the way they use this
information are relevant to the job in order to prevent lawsuits by rejected applicants.

60

THE INTERVIEW
Most organizations, regardless of size, use interviewing as a selection method. Interestingly,
interviews have been criticized for being unreliable sources of information due to perceptual and
judgment errors on the part of the interviewer.

Example interviewers often form a first

impression of the job applicant based on the influence obtained on the application blank or the
first two minutes of the interview.
Another type of perceptual error is called the Halo effect. In this case, one characteristic or
behavior of the job applicant overrides all or most other characteristics.
Contrast effects have also been found to distort interviewer judgments about job applicants.
Contrast effects occur when the interviewer evaluates a job applicant by comparing this person to
previous job applicants.
Other perceptual errors can distort an interviewers evaluation include stereotyping, leniency,
strictness and central tendency errors.
Establishing a system for conducting an interview can improve the reliability and validity of
interview assessments.
Types of interviews
Interviews can be classified into three general categories: structured, semi structured and
unstructured.

Structured
When conducting a structured interview, the interviewer asks questions from a prepared list and
does not deviate from it except for some follow up questions.

During the interview, the

interviewer records his or her thoughts and reactions on a standard organizational form. When
different interviewer reach the same or similar conclusion about a given candidate, the
interpretation reliability is high. Unfortunately this type of interview is very restricted.
Two most common types of structured interviews are the behavioral description interview and
the situational interview.
61

The behavioral description interview allows you to gather and evaluate information about what
candidates have done in the past to predict how they will act in the future. A thorough job
analysis of the job is done for which the interview is being developed. The specific KSA0s are
uncovered, required by the job as well as appropriate and important behaviors performed by the
job incumbents. Next questions will have to be designed which elicit the behaviors.
The second type of structured interview is the situational interview. In this job experts develop
questions that focus on situations that might arise in the actual job. It is conducted with a panel
of interviewers, each of them independently rate the applicants. This type of interview is kinder
to the applicant because a past example does not have to be provided.

Semi structured
Here only the major questions are prepared in advance and are recorded on a standardized form.
This type of interview involves some planning on the part of the interviewer but allows for some
flexibility regarding exactly what and how questions are asked.

Although the inter rater

reliability is not so high as with structured interview, the information obtained may be richer and
possibly more relevant.

Unstructured interview
The unstructured interview involves little planning or no planning on the part of the interviewer.
Due to lack of planning, the interviews tend to vary greatly between interviewers and also
between interviewees. Unstructured interviews have low reliability and seldom yield valid and
useful information.

62

MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial employee selection. Assessment
centers were developed to tap these numerous managerial skills by collecting work sample
information. an assessment center is not a place but a process.

In this process trained

professional evaluators, called assessors, observe and record and evaluate how a candidate
performs in simulated job situations.
Although the validity of assessment center tends to be high, some problems recently have been
identified with this selection device.

63

Recruitment costs
Low cost per hire may affect the quality of recruiting. Companies may think that the cost of hire
may be high but if the company is able to attract the best talent, the company is successful.
Quality of hire is a useful metric. to assess the strength of the recruiting process.
Some companies evaluate candidates through multiple interviewers, assessment tests, reference
and credit checks, background and educational verifications. Even with all of these techniques
companies continue to realize the same "bell curve" distribution of employee performance.
Others are smarter, they apply the technique of position, profiling to identify top performers and
to change the bell curve.
Companies can design a brief performance evaluation process and use it on new entrants, within
six and 18 months of joining. The quality of performance puts the recruiting process to test.
While filling internal positions, the recruiting manager responds to his internal customer - the
line manager. Measure of customer satisfaction proves to be a precious technique for fine
tuning the system. Recruiting managers use post hire surveys and evaluations for this purpose.
It is important for companies to document pre hire requirements and conduct objective post hire
evaluations. Managers also seek feedback from the candidates themselves. Such data could give
insights into further streamlining the recruiting process.
How long before they are in?
Recruitment cycle time is measured by the time taken to fill a vacancy. Another metric is
staffing time ratio - the ratio of actual time in days to start to pre-contracted time to start. The
contracted time to start is agreed upon between the hiring manager and the recruiter and it can be
changed during the recruiting process with mutual consent.
Internal hiring a more viable option
Corporate recruiters have a dangerous bias towards hiring from an outside source. Industry
giants like HLL and Tata's believe in homegrown talent. More often than not heavy recruitment
happens at entry level and incumbents move along a structured career path as they grow with the
company. The pool of talent keeps widening and gains richness with time. As a result it is never
a daunting task to fill roles created out of unexpected situations.
On the other hand fast growing, innovative relatively newer firms tend to focus more on external
hires, a strategy guided partly by default and partly by design. By and large all companies end
up using a mixed strategy.
64

Some companies believe that external hiring give facts about the competitors. External hiring
brings in new ideas, perspectives, competencies and readymade skills that do away with the need
for much investment on training. On the other hand internal recruitment works fine, sometimes
better. The culture of certain companies may be such so as to mould the existing employees for
further vacancies. Such companies boast of low employee turnover rate. Internal recruitment
may have its benefits but it also demands a great deal from the HR of the company.
Internal hiring cut out on downsizing
Building an internal talent pool works as an innovative answer to overstaffing, especially if the
company is wary of downsizing as the option.
Internal hiring: more than just filling a slot
Recruiting by itself serves a single purpose filling a slot. But when a company favors internal
over external sources, it also addresses the critical issue of succession planning. It does not cater
to executive replacement alone, it underlines a commitment to leadership development. A
greater pool of talent can be harnessed at a short notice without the hassles of an elaborate search
externally and without investing in further hiring and training costs.
The above kind of a process involves psychometric profilers, offsite interactive workshops, multi
rater feedback processes, management games and options as simple as observation and past
performance records.
Recruiting ... in spite of odds.
Recruitment business has dropped by almost 40% lately and the situation may remain low profile
at least for the coming months. There is general reduction in intake, recruiters are shying away
from taking fresher or even people from cross-functional industries so that there is less
investment in training. Organization's are trying to reallocate jobs, add portfolios to existing
positions even considering outsourcing. Jobs are diminishing, merging or even disappearing
altogether. While there are definite signs of conventional recruitment activity having slowed
down, there are strong signals that organization's are successfully experimenting with more
innovative techniques of talent scouting and sourcing of requisite skills need to be replenished.
Innovative sourcing .... Its happening
70% of recruitment in India happens through the direct advertising route. Use of recruitment
consultants is the second most favorite technique. Head hunting is very much in demand along
with in depth interviewing.

The Indian recruiter may have access to the best of Indian

65

recruitment consultancy firms as well as the cream of international search firms, all fiercely
competing on grounds of quality and value added service. But he has started looking for
different sourcing options. Employee referrals, for one is gaining popularity.
Employee referrals
HAVELLS INDIA LIMITED on personal contacts is still a strong source of recruitment
worldwide and is being capitalized in more sophisticated ways by many organization's. Hewlett
Packard in the computing sector is reported to have adopted "company-opting schemes" whereby
employees are promoted to recruitment positions and rewarded for their ability to become good
recruiters.
Recruiters have accepted the fact that recruitment advertising is an intricate process, involving a
psychic attitude change. Its not about a simple job announcement in a newspaper. It is about
attracting quality people who are not desperately looking for a job. An international restaurant
chain realize that the candidates need to have a feel of the company before they decide to apply
for a job. The company planned a two day event for potential recruits to walk in and meet
managers personally, see videos and slide shows about the company. The open days also marked
a change in direction as far as the recruiting process was concerned. Instead of screening for
basic skills and past experience, the company concentrates on recruiting people for their
personality, so that people could fit in.
A new selection aid
All India Management Association (AIMA) has taken a useful initiative by introducing an all
India level test for the employability of prospective management employees (TEM). The test is
administered to candidates who are in the second 1 final year of MBA programs or an equivalent
course or have less than 2 years of post qualification work experience. Candidates are tested on
parameters like general management skills, thinking skills, awareness of current business and
economic environment and on their functional areas like marketing, finance, HRD, operations.
Etc.
TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC Ltd, Labor&T, GEC
Alsthom Ltd, DCM Shriram etc. the scores achieved by the candidates in this test along with
other details are sent to corporates to be short listed for 'Interviews and subsequent placement.
Corporate houses get access to scientifically evaluated candidates from allover the country
66

without having to visit each and every campus, thus saving time and effort. On the other hand,
the candidates get access to a host of companies without individually applying to them.
A suitable recruitment strategy
An effective recruitment system like any other HR sub-system needs to be sync with the business
strategy and objectives of the organization. Organizations adopt specific recruiting strategies
tailored to their business needs. These business needs may change depending on the stage of
growth of the organization.

67

Recruitment strategy varied with stage of growth of the organization

Business situation

Characteristics

of

business Characteristics

of

Starting a new business

situation
Financial risk

candidate
Vision

No systems/procedures

In-depth knowledge

/ Organization

Staffing

Operational experience base is Organizing and team

lacking.

Building.

Limited relation with

Turnaround

Suppliers, customers.
Need for rapid decision Strong leader
making.

Strong analytical skills

Weak competitive position.

Business strategist

Low esteem/morale.

Good crisis management

Bureaucratic

organization Skills.

structure.

Credibility.

Incompetent/inefficient
New acquisitions

personnel.
New management

proving Analytical ability

themselves
Existing

Relationship

building

management skills

defensive about change

Credibility.

Need to integrate acquired

Liquidation of business

company with parent

Weak competitive positions Determination
Low returns

Highly analytical in case

Low morale, deficiency of of cost/benefits

skills

Willing to do dirty jobs

Need to cut losses and make Wants to be respected not

Redeployment

decisions
Low short term/long term risks

just liked
Good manager of change.

Resistance to change

Highly persuasive.

68

Mismatch

of

organization Supportive.

resources and need

Risk taker.

Lack of strategic plan for quite

some time.

What are the skill sets

Process skills are being given more importance as compared to solely technical skills. Recruiters
are keenly selecting for general attributes like ability to cope with change, leadership,
entrepreneurship, project management, tolerance of uncertainty, management skills and
communication ability. The five top skills sought in entry level candidates on campus are
communication skills, team working, listening and problem solving.

ROLE OF JOB DEFINITION IN RECRUITMENT

69

The job definition plays a crucial role in the recruitment process since it helps define the
expected qualifications and background for the concerned job. The requirements markedly differ
for the managerial and non-managerial level. The job definition does take place prior to the
recruitment process, which involve the line manager largely judging the job profile. This helps
recruit the right person for the right place, but the jobs profile of only technical people follow
the path. Incase of general managerial level etc the job definition outlines a sketch of required
competence. The person is then molded along the career path.
The image built by HAVELLS INDIA LIMITED and the reviews of the INDIA LIMITED is
also leading the market and is ahead of HAVELLS INDIA LIMITED analyst are a reinforcing
factor in the minds of the prospective employees. HAVELLS

70

RECRUITMENT PATTERNS INTERNAL AND EXTERNAL

HAVELLS INDIA LIMITED
HAVELLS INDIA LIMITED follows both internal & external recruitment processes for
managerial and non-managerial level.
Procedure of Recruitment
The following are the sources of recruitment:

Employment exchange

Direct recruitment (through advertisement, etc.)

Internal promotion/selection

Transfer on deputation from public sector undertakings

HAVELLS INDIA LIMITED The internal hiring is a common feature amongst the PSUs.
HAVELLS INDIA LIMITED indulges in internal hiring for the staff and the managerial level. In
both cases promotion on basis of performance is a common factor. In fact in the managerial level
the merit is the only basis of internal recruitment. In case of the non-managerial level it may be
promotion or if the employee has added some qualification to his skill set.
The internal hiring definitely is dependent upon the next level vacancy. As the employee moves
higher up the ladder up the ladder the recruitment at the senior level becomes strictly merit
based. Hence the promotions are tougher. Also the success of succession planning is more
relevant for the senior people.
In HAVELLS INDIA LIMITED,
Promotion involves a movement from a post in the higher grade alongwith respective promotion
channels specified for the purpose. Employees are eligible for consideration for promotion
within the same cadre/discipline on completion of the prescribed eligibility period and attainment
of satisfactory standards in conduct & performance.
Promotions are effected based on the following criteria:

Performance of reflected in appraisal/confidential reports.

Qualification

Seniority
71

Transfer
The services of all employees are transferable to any place in India in the service of the
corporation at the discretion of the Management.
In HAVELLS INDIA LIMITED, main considerations and need for transfer of officers

Organisational recruitment in terms of functional and managerial skill for manning

various positions;

Exigencies of corporations work;

Filling in vacancies consequent upon promotion of officers or on creation of new posts;

Rotational assignment aimed at career development of officers;

Demand at a particular location requiring specialized knowledge or experience.

Officers having direct public dealings are also normally considered for transfer after 3-4
years on a particular post etc.
Various activities undertaken for conducting recruitment exercises
Nomination of professional agency

Preparation of scope of activities pertaining to written test to be performed by the Agency

Constitution of Tender Committee for deciding nomination of Agency.

Calling of quotation from the concerned parties

Preparation of comparative statement of quotations

Final nomination of the Agency

Release of Advertisements

Preparation of draft advertisements

Handling over the advertisement material to the Agency.

Publication of Advertisement in selective newspapers throughout India as well as the

employment news through the Advertising Agency.
Pre-written Test Activities by Agency

Receipt of Applications through

post box from Post Office. Applications are invited

from all parts of India Generally 3-4 weeks time is given so that response is maximum. Also

72

there are some remote areas in India where courier service is not available hence postal service
takes normal 7 days time.

Screening of Application

Entry / processing of bio-data of candidates in computers in the proforma prescribed by

HAVELLS INDIA LIMITED.

Printout of candidates eligible for appearing in written test-location wise and discipline
wise

List of Ineligible candidates (Rejected Applications)

Setting of Question papers

Setting of objective type questions papers one for General Aptitude and one for
concerned discipline. The question paper for General Aptitude is common for all candidates.

Printing of question papers (under tight security)

Sealing and dispatch of question booklets to various test centers (under tight security)
Admit cards for written test

Preparation of material for Admit cards.

Computer printing of Admit cards

Dispatch of Admit cards to eligible candidates

Nomination of supervisors / officers

Nomination of various supervisors and officers by the Agency as well as TOC for
supervision/irrigation at test centers.

Preparation of Instruction Manual for information and guidance of nominated officers.

Setting up of a central room at Headquarters

Conducting of Written Test

Written test of 2 hrs. duration is conducted at all the venues in 16 different cities (as on
date) throughout India on a specified date the number of venues / cities vary depending upon the
number of candidates appearing in the test & other related factors.

Feedback about attendance of candidates in Written Test is given to Control Room.

Correction and dispatch of Answer sheets under sealed by the Agency to its Headquarter
at New Delhi.
73

Evaluation of Answer Sheets

Evaluation of answer sheets for respective discipline by the Agency.

Dispatch of results of writer test in order of merit to TOC for deciding cut-off marks for
short listing the candidates for GD/GT and interview.
Dispatch of letters for GD/GT & Interview

Handling of craft letter for printing by the Agencies

Dispatch of call letters to candidates for GD/GT and interview in 4 metro cities viz
Delhi, Mumbai, Chennai, Kolkota.
Conducting of GD/GT & Interview

Simultaneous conducting of GD/GT and interview in 4 metro cities.

The certificate and other documents of the candidates are verified on the specified
interview date at the venue itself.

Declaration Forms duly filled in by the candidates along with copies of relevant
documents are making over to the selection committee members before interview.

Candidates appearing in GD/GT and Interview are reimbursed rail are limited to Ist
class/II ties AC by the shortest route at the venue on production of documentary proof thereof.
Selection Procedure:
The selection methodology comprises three stage process written test, GD/GT & personal
interview for judging different faults of knowledge, skills, attitude and aptitude. Candidates will
have to pass through each stage successfully before being judged suitable for selection. Each
stage of selection is treated as qualifying/elimination at the stage of written test, the cut-off
percentages of marks for each deceptive and category are decided taking into account the number
of vacancies, reservation requirements and of candidates in the concerned disruptive.
These candidates are required to appear both GD/GT & interview respective of their
performance, since these two stages of selection are conducted independent of each other.
However, they are required to score minimum presented markets both in GD/GT and interview
acting, which they are disqualified at the tune of preparing the select panel.
Preparation of Overall Results

Compilation of marks obtained in written test, GD/GT and interview.

74

Preparation of select panel of candidates in order of merit for each discipline and
category.
ROLE OF TOP MANAGEMENT
HAVELLS INDIA LIMITEDs top management takes a lot of initiative in the interview process.
The management also makes efforts to contribute to an efficient recruitment process. In order to
encash on the experience and skills of the Ex Executive directors or retired directors, the
company involves them in the recruitment process . Not only does it save the energy and effort
of the company but also allows the inputs of the more experienced set of Top-level people.
For the staff level the regional head or the line management is involved in the recruitment
process. In case of recruitment through advertisement the top management plays a significant
role in the final interview process.
Organizational and environmental factors affecting recruitment
Factors like organizational image do not affect the recruitment process a great deal because as it
the companies have a limited budget allotted for the recruitment process.
Relations with labor unions have little affect on the recruitment process. The cost associated with
recruitment is a very important factor. The budgets allotted at the beginning of the recruitment
process are an in depth evaluation of the financial situation of the company. Hence in case of
recruitment through advertisements the cost incurred is very high.
Government deciding on the quotas for Scheduled Cast/Scheduled Tribe /Other backward classes
definitely affects the manpower planning & hence the quality of people being recruited.

75

RECRUITMENT POLICY

Recruitment only in light of organizational growth and expansion, attrition, replacements,

creation of new function (s).

Recruitment would be planned and carried out on the basis of the manpower plan.

Each recruitment position should have clearly defined job specification and job description.

Manpower planning has to be carried out for all functions and locations.

There will be four sources for prospective candidates : HR Dept. Data base, web based
career Consultants, Placement Consultants, Classifieds. However, Consultants and
Classifieds should be used only if the HR Dept. data base and web based career consultants
are unable to provide suitable candidates.

When sourcing candidates from the consultants, constant feedback should be maintained
between the agency and the HR Department/Location Head/Departmental Head on the status
of candidates.

Interviewers identified for each position should be at least two level/grade (wherever
possible) above the incumbents position.

Use of classified should be resorted to only when the requirements are very voluminous or
skill level very specific.

The Locations Heads would empanel 2-3 Placement Consultants for manpower requirements
at their location and keep Manager-HR at HO informed. The credentials of placement
consultants should be ascertained prior to their empanelment with the organization.

All placement consultants who are empanelled are required to sign off on Terms and
conditions. The terms and conditions are to be strictly adhered to. Normally as per the
company policy, consultants would be paid maximum one months gross salary for every
selected candidate. However, in case it exceeds, Managing Directors approval is required
before signing the agreement.

A candidate interviewed and subsequently not selected should be informed as such within
two weeks of the interview date. A formal letter of reject, from the HR Dept/Location Head
should be sent in all such cases. (Annexue-1)
76

A selected candidates proposed fitment and compensation will be decided only by the
Manager-HR in conjunction with the Head of the recruiting Dept/Location.

Reimbursement of travel costs (for outstation candidates) will be as per the grade/level of the
position and as per the Business Travel Rules applicable therein. However, prior approval by
the Sr. G.M./Manager-HR would be required before calling any one from outstation for
interview.

Antecedent verification of candidates should be carried out after the joining of candidate
(Annexure-II). However, references given by the candidate must be contacted by phone to
verify the reliability of the candidate before handing him over the letter of intent. His last
employer should be contacted immediately on his joining or before joining in consultation
with the candidate.

77

PROCEDURE
MANPOWER PLANNING
1.

In the beginning of each financial year, the Location Heads and the Departmental Heads
at HO shall prepare a Manpower plan based on business activity planned.

2.

The manpower plan would contain the following-Number of people required, categories,
function, location, skill level, experience, job description, need for the position.

3.

This manpower plan would be discussed and finalized during the annual conference. Final
approval by the Managing Director would also be taken then and there.

78

PRE-INTERVIEW
1.

The Location Head or Departmental Heads as may be, will put in a written request to the
Manager-HR (only from the sanctioned manpower plan) as per Annexure-III.

2.

For each such request, the HR Deptt first refer to the manpower plan.

3.

Once it is verified with the manpower plan approved by MD, the HR Deptt will search
its own data base and also put up the vacancy on the web for prospective candidate. If unable to
locate suitable candidates, the HR Deptt will source from placement consultants.

4.

In case of paucity of time or urgent requirement, the Location Head will skip the above
three points and directly contact the consultants, interview candidates and finalise in consultation
with their Sr. G.M. Concerned.

PROCEDURE FOR CANDIDATES SOURCED FROM PLACEMENT CONSULTANTS

79

Requirements to consultants must be in the form of a written communication. Each such

communication should mention the following details :
JOB

POSITION,

SKILL REQUIREMENT, LOCATION,

QUALIFICATION,

WORK

EXPERIENCE, TIME FRAME FOR JOINING.

The resume received from the consultant(s) need to be screened for their compatibility with
the job requirement.

The HR Dept/Location Head/Departmental Head will shortlist all suitable candidates and
accordingly inform the consultant.

The HR Dept and the departmental head concerned would nominate one person each to be on
the interview panel. The person so nominated should be adept in interview skills and have
relevant expertise in the said function.

80

INTERVIEW
1.

The interview panel would meet the candidate as per the interview schedule.

2.

The panel must refer to the Interview Assessment from (Annexure-IV) and record their
observations therein.

3.

Interviews should be crisp, precise and two way dialogues.

4.

Once the interviewee has left, the panel must record its observations before calling on the
next candidate.

5.

The Short listed candidates should be called again for a subsequent meeting if required.
POST INTERVIEW

1.

The successful candidates(s) would be issued Letter of Intent by Manager-HR after

approval by the Managing Director.

2.

In case of Branches, the resume of selected candidate after telephonic reference checks
along with the recommendations for position and compensation package would be sent to
Manager-HR who in turn will consult the Sr. G.M. Concerned and take final approval from
Managing Director for appointment. Letter of Intent would be issued within maximum 48 hours
of receipt of papers, otherwise reasons would be known to the location head.
PROCEDURE FOR SELECTION THROUGH ADVERTISEMENT

1.

Once the need for a placement advertisement has been ascertained by the HR Department
(Where requirement is very large and/or skill required very specialized) the process would be
initiated.

2.

The HR Department will consolidate the following information:- Function requirement,

Level/Grade, Number of vacancies, Locations, Work Experience, skill level/educational
qualification, Job Description, Job Code, Contact Person, Date of release, media selection.

3.

The HR Department will contact the official advertising agency and share the need for an
advertising release. The ad agency would be asked to give the media estimate, publications,
artwork charges for the classified.
81

4.

The media estimate and artwork charges would need to be formally approved and
sanctioned by the Managing Director.

5.

The ad agency will then present the artwork and indicate dates of release.

6.

The necessary modification done to the satisfaction of HR will be made in the artwork.
The final draft will be shared with the Head of Dept/Location concerned.

7.

The agency will then be asked to prepare for the final launch.

8.

The HR dept. should be in readiness once the ad is launched.

9.

Function wise files must be maintained wherein applications received should be filed city /
locations wise. A serial number is to be given to each application stored in the file.

10.

All application must be screened for their viability before being stored in the files. All
irrelevant resumes to be destroyed.

11.

The suitable resume should be shared with the Head of department and a final short listing
done and accordingly interviews should be organized and the process as per conditions from last
point of procedure for candidates from placement consultants till post interview will follow.

82

SELECTION PROCESS
The selection process aims to establish the best fit between job requirements on the one hand
and the candidate qualifications on the other.
The following steps are followed in the process :1.

Screening the screening of bio-data is completed first by HR and then by the concerned
Functional Head. The short-listed candidates are then called for an interview.

2.

Selection The preliminary interview is conducted by HR. the final interview is

conducted by a panel consisting of the concerned Functional/Divisional Head and on the
appraisal of the probationers performance. A confirmation letter is issued to the employee upon
confirmation, a copy of which is maintained in his personal file.
Reappointment/Extension of service
Reappointment/extension of service is granted at the discretion of the management only in
special circumstances.
Trainees are also confirmed on the successful completion of their training period on the basis of
their performance.

To compare between traditional recruitment methods & recent

internet recruitment

method to find out which one is really effective in reducing cost as well as time in the process of
recruitment.

To find out if if internet recruitment can lower recruitment cost drastically.

To analyse the cost difference between conventional method of recruitment & internet
recruitment method.
This project is a sincere attempt to achieve these objectives. Now to reduce cost & to increase
profit most of the organizations are using internet as a source of recruitment. E-recruitment has
emerged as a global phenomena. So I have chosen cost reduction through internet recruitment
as my research topic.

The sample for this project is chosen from the candidates newly recruited in Spicenet
Limited due to unavoidable reason & time constraint.

The sample size is small as it contains data of only 25 people.

The data for this project work is collected from both primary as well as secondary data.
83

Observation by the researcher is the source of the primary data used in this project. The sources
of secondary data include:
1.

Books on Human Resource Management

2.

Human Capital Magazine

3.

Internet

84

CONCLUSIONS
With the liberalization bringing in new talent and increased competition, recruitment has taken
strategic dimensions. The overall aim of the recruitment & selection process should be to obtain
at minimum cost the number and quality of employees required to satisfy the human resource
needs of the company.
It is evident from the study that organization s which have responded to the change in the
environment by reviewing its functions have attained success. HAVELLS INDIA LIMITED
draw their manpower extensively. These manpower plans have close linkages with the corporate
objectives and business plans. These are drawn after a detailed analysis following a sanction.
The budget and the sanctions heavily determine the recruitment pattern in the PSUs. Being a
PSU also limits its strategies undertaken to market the image of the company. Also it has to meet
the quotas set for SC/ST by government. Campus recruitment is also used for the recruitment and
selection and HAVELLS INDIA LIMITED visits only Premier Institutes.
In case of recruitment through advertisement the candidates are screened via written test, which
is outsourced to an agency. This agency only broadly communicates about the requirements. The
final interview is held by the organization.
Internal hiring is there for managerial level, which may or may not involve the written test.
The Top management is involved in the recruitment process. The evaluation process involves the
assessment of all factors from Education to experience, mobility etc, the weight age differs
depending upon the nature of the job.
HAVELLS INDIA LIMITED also has taken lead to make its recruitment & Selection procedure
more efficient. It is in the process of making it on line registration & also results of the
examination can been seen by candidates on internet.

85

RECOMMENDATIONS
Counseling of employees should take place so the personal level of satisfaction of employees
from the recruitment and selection practices & procedures could have be checked?
Also the biasness attached with the responses should be removed.
Much of the recruitment should be done through online system and newspapers so that more and
more talented people can be hired.
LIMITATIONS OF STUDY
The study on recruitment and selection practices at HAVELLS INDIA LIMITED involve the
study of all the divisions of HAVELLS INDIA LIMITED due to time constraint the study was
not extended to the recruitment.. of all the divisions.
Due to time constraints a discussions could not be held with some employees as to their
personnel level of satisfaction from the recruitment and selection practices and procedures.
Also there is a lot of heavy bias attached with the responses because of personnel experience.
The people interview there is from GM's to Executive directors to head personnel. Hence the
inputs would vary greatly amongst them due to the difference in level of authority and
experience.

86

ANNEXURE
Employees were asked the following important questions :
1)

Are you satisfied with the recruitment and selection procedure?

2)

Are you satisfied with your job security?

3)

Are you satisfied with training related to job?

4)

Are you satisfied with the way with which performance is measured?

5)

Are you satisfied with the attitude of head of department?

6)

Are you satisfied with the approach of HOD in case of mistakes?

7)

Are you satisfied with the company?

87

QUESTIONNAIRE:
1

Strongly

Agree

Somewhat

Disagree

Strongly

Agree

Agree

Disagree

=========================================
1.

The top management of HAVELLS INDIA LIMITED believes that

1.1

Human resources are an important resource

1-----2-----3-----4----5

1.2

Human resources need to be continuously

1-----2-----3-----4----5

developed in systematic manner.

2.

HIL imparts/provides training to all

1-----2-----3-----4----5

its employees.
3.

HIL has policy of giving training to

1-----2-----3-----4----5

Each employee for updating knowledge

& Skills.
4.

The training efforts are directed at key

1-----2-----3-----4----5

Business requirement of HIL.

5.

In my opinion my training needs are () Yes / No ()

Identified
If yes, my training needs are identified by

5.1

My self in the informal discussion

1-----2-----3-----4----5

with my superior.
5.2

My superior

1-----2-----3-----4----5
88

5.3

Training department

1-----2-----3-----4----5

5.4

Any other

1-----2-----3-----4----5

6.

Training that I have attended was

1-----2-----3-----4----5

based on the needs identified by me

and my superior.
7.

Training provided to me is based on:

7.1

My current job

7.2

Future development

1-----2-----3-----4----5

7.3

Both Job & Development

1-----2-----3-----4----5

7.4

Any other

1-----2-----3-----4----5

8.

My nomination to training programme

1-----2-----3-----4----5

is based on:
8.1

My own choice

1-----2-----3-----4----5

8.2

Instruction from my boss

1-----2-----3-----4----5

8.3

Directive from Training Department

1-----2-----3-----4----5

8.4

My availability at that time

1-----2-----3-----4----5

8.5

Any other (please specify)

1-----2-----3-----4----5

9.

Please indicate the number of training

Programmes you have attended during
the last two years:

Nos. of training Programmes attended

2003-2004
2004-2005
10.

I am informed about attending training

89

Programme (please tick mark)

10.1

More than two weeks in advance

1-----2-----3-----4----5

10.2

Less than two weeks but more than

1-----2-----3-----4----5

One week in advance

10.3

Less than one week but more than

1-----2-----3-----4----5

24 hours in advance
10.4

Less than 24 hours in advance

11.

I update my knowledge and skills

1-----2-----3-----4----5

through
11.1

Self efforts

11.2

On the job guidance from boss &

1-----2-----3-----4----5

colleagues

1-----2-----3-----4----5

11.3

1-----2-----3-----4----5

Structured training programmes

11.4 Any other (please indicate):

(I)

1-----2-----3-----4----5

(II)

1-----2-----3-----4----5
1.

Training programmes on the whole:

12.1 are clear in their objectives

1-----2-----3-----4----5

12.2

are well-structured

1-----2-----3-----4----5

12.3

help me on the job

1-----2-----3-----4----5

12.4 are worth in time

1-----2-----3-----4----5

12.5

meet my learning expectations

1-----2-----3-----4----5

12.6

focus on important issues

1-----2-----3-----4----5

12.7 have an adequate mix of training Methodology

1-----2-----3-----4----5

12.8

involve expert faculty

1-----2-----3-----4----5

12.9

provide a stimulating learning experience

1-----2-----3-----4----5

90

12.10 help in my general development

1-----2-----3-----4----5

12.11 provide appropriate reading materials

1-----2-----3-----4----5

13.

As regards technical training programmes

I feel the programmes:

13.1

have important aspects

1-----2-----3-----4----5

13.2

are new and interesting

1-----2-----3-----4----5

13.3

improve my performance

1-----2-----3-----4----5

13.4

are adding much value

1-----2-----3-----4----5

13.5

are relevant to my jobs

1-----2-----3-----4-----5

14.

As regards training infrastructure, BAL

Training centres are well equipped
in terms of:

14.1

class room

1-----2-----3-----4----5

14.2

audio-visual equipments

1-----2-----3-----4----5

14.3

library

1-----2-----3-----4----5

14.4

computer facilities

1-----2-----3-----4----5

14.5

Upkeep and maintenance of equipments

1-----2-----3-----4----5

for demonstration and practice

14.6

Communication

15.

Training in BAL has helped in

1-----2-----3-----4----5

developing my
91

15.1

Attitude

1-----2-----3-----4----5

15.2

Knowledge

1-----2-----3-----4----5

15.3

Skill

1-----2-----3-----4----5

16.

Please rate the quality of

Training provided by the
following:

16.1

External faculty

1-----2-----3-----4----5

16.2

Internal faculty

1-----2-----3-----4----5

17.

In your experience, attendance in the

Classroom during training has been:

Very good

(Please tick)

Good
Satisfactory

18.

While attending training

Programme, how often were

19.

you called back due to exigencies

Never

Of work: (please tick)

Sometimes

Very often

No reply

Please feel free to write any comments

regarding training programme by the Corporation.

92

20.

21.

22.

Designation

_____________________

Grade

_____________________

Present basic pay

_____________________

Age group

Qualification

(a)

(a)

Below 25 years

(b)

26 years 30 years

(c)

31 years 35 years

(d)

Above 36 years

ITI OR Equivalent
(b)

(c)
(d)
23.

24.

Graduate
Post Graduate

Work experience in IOCL

(a)

Deptt.

up to 5 years
(b)

6-10 years

(c)

11-15 years

_____________________

BIBLIOGRAPHY:

BOOKS

Diploma

Managing Human Resources, TN Chabra

93

Personnel Management: NK Chaddha

Human Resource and Personnel Management: Ashwathapa

Human Resource Management: Stoner

Human Resource Training: Biswajeet Patanayak

WEB SITES

WWW.GOOGLE.COM (SEARCH ENGINE)

WWW.WIKIPEDIA.COM

WWW.HAVELLS.COM

94