tad project - power sector

8/4/2019 Tad Project - Power Sector

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STUDY OF RECRUITMENT &

SELECTION PROCESS OFCOMPANIES IN POWER

SECTOR

SUBMITTED BY:

GAURAV PATHAK

SAKSHI GUPTA

TUHINA KAKKAR

VARUN TANDON



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ACKNOWLEDGEMENT

We would like to express our sincere gratitude to our project supervisor Dr. Shailendra Nigam, who has

been very supportive and encouraging in guiding us to complete this project. His professional advice

given throughout the completion of this project will not be forgotten. We would also like to offer mysincere thanks to all our friends who have helped us in completing this project.

Lastly, we offer our regards to all of those who supported us in any respect during the completion of the

project.



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TABLE OF CONTENTS

CONTENT PAGE NO

Abstract…………………………………………………………………………………………………………

Industry Overview………………………………………………………………………………………..

Human Capital Requirements in Power Sector…………………………………………….

Challenges Related to Manpower………………………………………………………………..

Recruitment & Selection Process at POWERGRID………………………………………..

Recruitment & Selection Process at JSPL………………………………………………………

Recruitment & Selection Process at NTPC…………………………………………………….

Recruitment & Selection Process at Ratnagiri Gas & Power Private Ltd……….

Recruitment & Selection Process at REC………………………………………………………

Major Findings……………………………………………………………………………………………..

Suggestions to Develop Human Capital………………………………………………………..

References…………………………………………………………………………………………………….

LIST OF TABLES

ADDITIONAL MAN POWER REQUIREMENTS OF 11th PLAN (in Thousands)….

MAN POWER REQUIREMENTS OF 12th

PLAN (in Thousands)………………………

3

5

6

8

9

11

14

16

17

21

22

23

7

7



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ABSTRACT

In business, Human Resource is one of the core areas which give an edge / impetus to business

for competitiveness. To achieve this, recruitment & selection of right kind of talent is very

important.

Employers are always looking for the right staff to fill the job vacancies that they have on offer. Finding

the right staff means that recruitment and selection processes are a key factor in the success of any

business. In order to be truly effective it is essential that a business has the right kind of personnel.

Having people who enjoy their jobs and want to make a success of them can be the making of a

company, while uninterested and unsuitable staff can bring a successful business to its knees.

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment

and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the

employers and the job seekers. It is a process of attracting the right kind of talent and selecting the

talent that best suits the job description and the job specifications required for doing the job.

Recruitment of candidates is the function preceding the selection, which helps create a pool of

prospective employees for the organization so that the management can select the right candidate for

the right job from this pool. The main objective of the recruitment process is to expedite the selection

process.

On the other hand selection is the process of taking steps like form filling, interview, group discussions,

testing and shortlisting the interview for the job before the actual placement is provided. Both

recruitment and selection play a very important role in the overall growth of the organization as we

already know that human capital is required as an integral part of any expansion path that the

organization is thinking to take. Thus recruitment and selection are an integral part of any human

resource activity and proper planning of the process will not only help the organization in attaining the

right kind of talent but also help in having right kind of person doing the right kind of job.

Now we will look at the scope of the project with consideration to methodology followed to attain the

data.



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SCOPE:

In the project we are talking about how recruitment and selection process is carried out in power sector

and what are the important factors that affect the trends and actual placement in this sector. We know

that power sector is majorly dominated by public sector companies as it is an important sector for thegovernment. Thus the recruitment process is also defined in these companies. The project will provide a

look at how the recruitment and selection process is carried out in the various organizations and what

are the major challenges faced by them.

METHOD FOLLOWED:

The methodology followed for the project includes the following steps:

Recruitment & Selection process of 5 companies has been taken to do a comparative study of the same. Companies from both public & private sector have been taken.

The companies considered are:

o POWERGRID

o NTPC

o Rural Electrification Corporation Limited

o Jindal Steel & Power Ltd.

o Ratnagiri Gas and Power Pvt. Ltd.

The data has been collected from these companies using secondary research and by contacting

an HR manager for the same.

CONCLUSION REACHED:

The conclusion that can be taken out from the whole study is:

Most of the PSU’s following similar kind of recruitment & selection process.

All companies focusing on talented manpower as the sector is very dynamic.

Public companies facing a few limitations because they have to follow set government policies.



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INDUSTRY OVERVIEW

Power development is the key to the economic development of any country. Proper availability of

power is required for industrial growth and ensuring a good standard for living. India is the fifth largest

power consumer in the world. Power sector in India is divided into five regions: North, North Eastern,

East, West and South and Govt. of India looks after the power in all these sectors. There are three major

activities related to power namely generation, transmission and distribution.

GENERATION:

Power generation is the initial step in the whole process of making power available to the people. Major

sources of power generation in India are thermal, hydro, non-conventional sources like wind and solar

energy and imports from Bhutan. Power generation has increased from 420.6 billion units (BU) in 1997-

98 to 597.613 BU during April- December 2010-11. The electricity generation target for year 2010-11

was fixed at 830.756 BU i.e. growth of around 7.7% over actual generation of 771.51 during the previous

year. Till December growth of 4.56% has been achieved.

TRANSMISSION:

Transmission of electricity is defined as bulk transfer of power over a long distance at a high voltage,

generally of 132 kilovolts (kV) and above. In India, bulk transmission has increased from 3708 cubic

kilometer (CKM) in 1950 to more than 265,000 CKM today. The interconnected transmission system

within each region is also called the regional grid. The Government of India has an ambitious mission of

‘POWER FOR ALL BY 2012’. This mission would require the installed generation capacity to be at least 2,

00,000 megawatt (MW) by 2012. For this the govt. is investing on improving the grid network in the

country. Private sector is involved via joint ventures.

DISTRIBUTION:

Final step in the process is to make the power reach the consumers. Transmission and distribution

usually go side by side and power transmitted is distributed to all the five regions in which the nation is

divided by the respective state electricity boards. From here the power reaches households and rural

areas in all corners of the country. Govt. of India has taken up various distribution reforms to improve

the present distribution network. At present, 1401 projects all across nation have been sectioned with

an estimated cost of ` 5648.58 crore. (31.12.2010)



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HUMAN CAPITAL REQUIREMENTS IN POWER SECTOR

Human Resource Development and capacity building, in the present power scenario, demands a very

comprehensive and pragmatic approach to attract, utilize, develop and conserve valuable human

resources. Technically trained manpower comprising of skilled engineers, supervisors, artisans, and

managers etc. is required in every sphere of the power sector. Growing concern over environmental

degradation and depletion of the conventional energy sources has made the task of electricity

generation even more challenging and therefore quality standard of the manpower is becoming

increasingly essential. The technical knowledge acquired from engineering colleges, polytechnics,

industrial training institutes and other technical institutions provides the basic foundation, but the same

needs to be supplemented with applied engineering skills in the various spheres of power sector. All

these skills are to be regularly updated to cope with the rapidly advancing technologies and often the

speed of obsolescence overtakes the rate of acquisition of particular skill and knowledge.

The Power sector is a capital and technology intensive sector requiring large number of engineers,

technicians and other skilled workers. Power projects require specialized technical manpower during

the project construction phase as well as the Operation and Maintenance (O&M) phase. Due to the

technology intensive nature of the business, technical and managerial competency is critical in ensuring

timely implementation of projects and optimum performance upon commissioning.

The country is poised to build more power generation capacity as well as supporting power systems in

the next 10 years as compared to the previous 60 years. This necessitates induction of significant

manpower in to the sector. Even though the country produces a large number of new engineers every

year, it is not possible to directly deploy them in to the work force without proper training due to the

technology intensive nature of the industry. Experienced professionals are required for critical activities

and it is difficult to augment the number of such professionals in a short period of time. Hence adequate

capacity building measures need to be undertaken to ensure the ready availability of manpower

required for achieving the plan targets. Further, continuous training should be provided to the current

man power to ensure up-to-date technical skills, higher motivation and productivity.

The total manpower in the power sector at the end of 10th plan was approximately 9.5 lakhs as per the

Planning Commission’s Working Group on Power for 11th Plan. As the requirement assumption was

increased in mid-year a new requirement chart has been drawn given below:



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TABLE 1

ADDITIONAL MAN POWER REQUIREMENTS OF 11th PLAN (in Thousands)

AREA TECHNICAL NON-TECHNICAL TOTAL

THERMAL 31.4 12.3 43.7

HYDRO 25.3 7.1 32.5

NUCLEAR 3.9 1.6 5.5

POWER SYSTEMS 202.1 60.6 262.7

TOTAL 262.7 81.7 344.4

Source: Planning Commission Working Group on Power for 11 Plan

For the 12 plan, based on the earlier target of generation capacity of 82,200 MW, transmission capacity

of 63,000 ckt. Kms, and about 14 crore distribution consumers, the required manpower addition has

been estimated as in the table below. However, as per revised target, at least 100,000 MW is to be

added in the 12th

plan and the requirement for manpower correspondingly increases.

TABLE 2

MAN POWER REQUIREMENTS OF 12th PLAN (in Thousands)

AREA TECHNICAL NON-TECHNICAL TOTAL

THERMAL 26.8 10.0 36.9

HYDRO 37.5 6.3 43.8

NUCLEAR 13.2 5.6 18.8

POWER SYSTEMS 148.4 45.1 193.4

TOTAL 226.0 67.0 293.0

Source: Planning Commission Working Group on Power for 11 Plan

Based on the above estimates, it can be seen that at least five lakh skilled manpower another 1.5 lakh

non-technical manpower needs to be inducted into the power sector in the 11th

and 12th

plan periods. In

addition to the technical manpower thousands of highly skilled managers will be required in areas such

as project management, planning, project finance, monitoring and review.



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MANPOWER CHALLENGES IN POWER SECTOR

As the power industry grows rapidly, it faces challenges across the board. While the initial growth may

be spurred by investments, timely execution and long-term performance would require addressing

different challenges that the industry faces. The challenges range from attracting fresh talent to

updating the skill sets of existing personnel, to bringing about attitudinal and behavioral shifts and

building managerial competencies. The major challenges faced with respect to recruitment or attaining

of new talent is given below:

While the pool of potential recruits is sufficiently large, the challenge is in attracting the young

graduates to the power sector, providing them adequate training and satisfactory work

environment.

With a large number of other growing industries and manpower intensive sectors like IT

becoming the preferred choice for the best talent, the Power Sector needs to find ways of

attracting well qualified manpower.

Today, the Power Sector is not a preferred choice for young talent which prefers the lifestyle

offered by the urban service sector to working in projects and plants which are remotely

located. The industry also suffers from a negative image of being heavily bureaucratic with

limited opportunities for growth due to its strong association with state-owned utilities most of

which fare poorly in terms of work environment.

Also as the companies majorly belong to public sector the growth in these companies is very

slow and talented people who are goal oriented want to grow quickly and thus they are not

considering power sector as a lucrative option.

Also in public sector enterprises many seats are reserved for people of backward or scheduled

classes reducing chance of talented man power.



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RECRUITMENT & SELECTION PROCESS AT POWERGRID

MANPOWER PLANNING:

Manpower planning is the process of deciding or finding out in advance how much new talent isrequired in the organization so that panning can be done how man power is to be recruited. At

POWERGRID manpower planning is done every year in the month of August. It starts with collection of

data from all the regional offices and finding out the required number of people who should be added to

the organization. The data is then sent to the senior management so that manpower plan can be

created containing information about the requirements and the budget that is to be spent on the

recruitment. Senior management approves the data and final requirements are sent to the corporate

office.

JOB SPECIFICATION, JOB OUTLINE & PAY SCALE:

Job specifications indicating the eligibility requirements in terms of minimum educational and/or

professional qualifications, length, nature and quality of experience, upper age limit etc. and a general

outline of the role and responsibilities is laid down in respect of each job title along with the pay scale or

consolidated daily/monthly wage rate in which the posts in the category are operated. No appointment

shall be made to any post in the Company unless the person fulfills the minimum eligibility requirements

and conforms to the specifications prescribed for the post except where general relaxations are made in

the case of reserved vacancies for candidates belonging to Scheduled Castes, Scheduled Tribes, Ex-

servicemen and other special categories.

AGENCIES OF RECRUITMENT:

All recruitment to the executive cadres inclusive of Executive Trainees for all Sub-stations and Regions of

the company are centralized in the Corporate Centre and dealt with by the Corporate Human Resource

Department. In respect of all other non-executive personnel, recruitments are done by Human Resource

Department of the concerned region. Advertisements for people at Executive level are present on

website and on Employment news whereas information about workmen & supervisors is provided on

employment exchanges.



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RECRUITMENT & SELECTION PROCESS:

The company has developed a cost effective and technology supported recruitment system that

facilitates submission of application and scrutiny resulting in quick sourcing of qualified manpower.

Further, company also uses psychometric assessments along with a written test & interview to providethe behavioral profile of the candidate to select right candidate for the suitable job.

All applications received against a specific notification/advertisement are subject to a preliminary

scrutiny by the Human Resource Department who will ensure that:

Applications are duly completed and accompanied by the prescribed application fees and were

received within permitted time.

Age of the applicant is within the prescribed limit.

Qualifications and experience of the candidates conform to those prescribed.

Applications have been submitted ‘Through Proper Channel’ wherever required.

In the case of candidates from Scheduled Castes and Scheduled Tribes, OBC, Ex-Servicemen etc.

application is accompanied by a certificate to that effect from the competent authority.

The applications that fulfill the prescribed requirements after preliminary scrutiny as above are listed

and forwarded to the Department concerned for further scrutiny with a view to selecting for

test/interview only those candidates who are considered suitable in terms of nature and quality of

technical knowledge and professional expertise required for each specific post.

On completion of the screening by the function concerned, the Head of the Department forwards to the

Human Resource Department the list of candidates considered eligible for test/interview, spelling out

clearly the criteria adopted for screening and the basis of rejection of applications in each case. The

applications are then properly scrutinized and a merit list is prepared which is sent to HR Department

for selection process.

For selection various tests and screenings a list of probable candidates is sent to interview panel and

different kinds of interviews are conducted according to the level for which the candidate is appearing.

After that a reference check is done to find out if the information provided is correct or not. Medical

test is conducted to find out the fitness level of the candidate and if all the requirements are up to mark

as per the requirements of organization candidate is recruited.



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RECRUITMENT & SELECTION PROCESS AT JSPL

At Jindal Steel and Power Ltd., the HR department has two different processes planned out for recruiting

and selecting – Employees at Senior Positions

Mass recruitment of Engineers and Managers under GET and JLMG Schemes

RECRUITMENT AND SELECTION OF EMPLOYEES AT SENIOR POSITIONS:

If any department needs the candidate that is, if it identifies the vacancy, it is conveyed to the HOD of

the particular department where, the HOD designs the job description and then, it is further sent to the

HR department so as to find the right person for the required job.

The HR department, according to the Job Description selects the required resumes which they get

through the advertisements, through web sites like Naukri.com etc., consultants, employee referrals,

peers, head hunting etc.

After collecting the resumes all the resumes are scrutinized by the HR department on the basis of the

Job Description. After scrutinizing, they are short listed and it is sent to the HOD of the HR department

and the short listed resumes are checked by the HOD and he finally selects the resumes and the final

selected resumes are called for the test and/or interview stage.

The interview stage consists of multiple rounds of interviews/discussions with the interview panel

consisting of senior members of the concerned Department, a psycho-analyst as well as members of the

HR Team. These interview rounds assess the candidates on the basis of the following parameters –

Candidate’s Personality

Candidate’s Functional Competency

Candidate’s Communication skills on the basis of conversational ability and clarity/thoroughness

Candidate’s Leadership skills

The interview panel then rejects/selects candidates on the basis of interview rounds. The final

selected candidates are then called for an HR round of discussion to discuss the following importantfactors:

Salary Negotiation

Travel and other compensations

Date of joining (DOJ)



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After the successful completion of the HR round of discussion, the selected candidate must go through a

pre-employment check which consists of –

Health Check-Up (Usually JSPL has a tie up with Apollo Hospital for step)

Address Check

Reference Check if any(To check the credibility of the reference in case the employee has one)

Credentials Check

Criminal Check

Certificate Check

JSPL often hires different agencies for the various above mentioned checks. These checks are important

to make sure the honesty and genuineness of the candidate.

MASS RECRUITMENT OF ENGINEERS AND MANAGERS UNDER GET AND JLMG SCHEMES

The process of mass recruitment is performed by JSPL to select fresh/less-experienced but highly

talented and young candidates under the GET (Graduate Engineer Training) and JLMG (Jindal Lead

Management Group) schemes.

One of the following recruitment practices is followed before the selection process begins to make a

data pool of sufficiently talented candidates –

Campus recruitment

Advertisements in newspapers, websites followed by All India Written Test GET

CAMPUS RECRUITMENT

After being intimidated by the concerned department(s) which is demanding new employees, members

of the HR team along with senior members of the concerned department visit the appropriate campuses

to recruit and select fresh employees. The JSPL team gives a presentation to the interested students as a

recruitment method.

Students usually go through the following selection rounds:

Written Test

Psychometric Test

Board Interview (Board Consist of senior member of the concerned department with vacancies,

a psycho-analyst, members of the HR team)

Shortlisted candidates are put on hold until they are finally selected after further rounds of

interviews/discussions and undergo the same HR discussion rounds and pre-employment checks as

discussed in the previous selection method before finally becoming JSPL employees.



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INTERNAL SOURCES:

The organization encourages in filling the vacancies from within the existing people if they are

fulfilling the criteria and found suitable.

They invite application internally through notice/circulars for all such vacancies and are put up on

the notice board and intranet.

The candidates fulfilling the requirements apply against the internal notification to the HR

department through their supervisors or HOD.

JSPL ALL INDIA GRADUATE ENGINEER TRAINEE RECRUITMENT

This examination is carried out for majorly five different engineering domains:

Civil

Electrical

I&C

Mechanical

Metallurgical

The examination takes place according to the need of the company and the advertisement is provided

through various newspapers and on JSPL website.

On the basis of the examination engineers are recruited in the organization after the selection process is

conducted. Selection process contains the following steps:

Group discussions & personal interview conducted. During the interview, technical skill is the main

focus points & then knowledge.

15 days after the interview, an offer letter is sent & if the confirmation is received, placement is

given.

After this reference check of the employees is done.

The selected candidates also have to go through a medical test to check if they are fit for the job as

per the minimum requirements.

The appointment letters to the selected candidates are sent through e-mail and courier and they are

finally placed in the company.

http://www.jindalsteelpower.com/join-us/hr-initiatives/CIVIL.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/Electrical.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/ic.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/Mechanical.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/Metallurgical.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/Metallurgical.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/Mechanical.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/ic.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/Electrical.pdf

http://www.jindalsteelpower.com/join-us/hr-initiatives/CIVIL.pdf



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RECRITMENT & SELECTION PROCESS OF NTPC

NTPC believes in the philosophy ‘Grow your own timber’. They hire afresh from campuses and groom

individuals into all round Power Professionals. NTPC's ‘Executive Trainee’ Scheme was introduced in theyear 1977 with the objective to raise a cadre of home grown professionals. First Division Graduate

Engineers/Post Graduates are hired through nation wide open competitive examination and campus

recruitments. Hiring is followed by 52 weeks induction training (fully paid) consisting of theoretical

input, on job training, personality development & management modules.

MANPOWER PLANNING & BUDGETING:

Each division will compare the manpower requirements with the task and targets that are to be

completed in the next financial year so that the requirements can be listed out.

On basis of this a manpower plan is made by the Planning & Personnel Department along with the

budget requirements for undertaking the recruitment process. Requirements of casual & contingent

manpower are not the part of the budget.

This plan is then presented in front of the Board of Directors & on basis of that sectioning of posts

and budget is done.

RECRUITMENT & SELECTION PROCESS:

After the creation of posts an advertisement is provided on website, employment news etc.

according to the posts that are to be advertised.

In case of non-executive posts the recruitment is made by regional headquarters of NTPC where the

requirement of posts has arrived.

In case of executives & specialized positions the recruitment process is carried out at corporate

center.

The applications forms can be availed from the website or along with the advertisements.

These application forms are to be sent to the HR department along with prescribed form fee before

the date of submission mentioned on the advertisement. The applications that fulfill the prescribed requirements after preliminary scrutiny is and forwarded

to the Department concerned for further scrutiny with a view to selecting for test/interview only

those candidates who are considered suitable in terms of nature and quality of technical knowledge

and professional expertise required for each specific post.



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On completion of the screening by the function concerned, the Head of the Department forwards to

the HR Department the list of candidates considered eligible for test/interview, spelling out clearly

the criteria adopted for screening and the basis of rejection of applications in each case.

On basis of this scrutiny the shortlisting is done according to the posts that are to be fulfilled.

Various selection methods like trade tests, written tests, group discussions etc. are employed on

basis of the post and HR departments coordinates with required department to prepare for the

same.

The candidates have to go through a series of selection procedures till the final list of people to be

recruited is generated by the company.

HR Department issues the offers of appointment in the prescribed form and the contract of

appointment.

After the candidate agrees to the appointment offer he /she has to go through a medical test and

after that final placement is done.

CAREER ADVANCEMENT OPPORTUNITIES

NTPC has well established talent management systems in place to ensure that the company delivers on

its promise of providing exponential growth and challenge to all employees.

Performance Management - NTPC has a standardized and formalized performance management

system. A KPA based system is designed to assess functional, managerial and potential competence

in an objective and transparent manner.

Career Paths - A formal career path and development process exists in NTPC. All career paths have

an underlying management structure. Promotions within each career path are aligned with the

needs of the organization. Succession criteria for leadership positions in each career path have been

identified, which provide basis for job rotation. Anyone joining the organization can choose to

pursue a business, function or staff career path and will be put through specific training

interventions and job rotation path towards becoming a business, function or staff head.

Leadership Development - Potential employees are assessed for leadership competence and are

groomed to occupy leadership positions in the company. Company has a system that enables

measurement of leadership effectiveness, gap identification against an identified set of leadership

competence.



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RECRUITMENT & SELETION PROCESS AT RATNAGIRI GAS & POWER

PRIVATE LTD.

Ratnagiri Gas and Power Pvt. Ltd. (RGPPL) - a Joint venture company promoted by NTPC & GAIL(India), is

presently operating India's largest State of the Art integrated 1967 MW Combined Cycle Power Plant in

Ratnagiri District(Maharashtra) and is poised to commission a 5 MMTPA LNG terminal.

RECRUITMENT AT SENIOR LEVEL:

Recruitment & selection at senior level posts are carried out in the following manner:

Advertisement is provided online at various employment portals and through employment news.

These advertisements contain the final date till which the applications are accepted.

The applications received on basis of these advertisements are scrutinized by the HR department

and checked if all the required requirements are met or not.

A complete job description & job specification is present on basis of which scrutinizing is done.

Selection process for executive level employees includes walk in interviews as the posts are for

higher level and no as such testing of employees is required as they already have a decent work

experience.

Section is made on basis of interview and negotiation of salary.

RECRUITMENT OF ENGINEERS:

Recruitment for engineers contains the same process as in the case of various other power companies.

Proper examination for the purpose of finding out the technical skills of the candidate is done.

The recruitment process is as under:

Advertisements of the posts are provided on basis of the man power planning so as to find out

potential talent.

After scrutinizing of the form, the eligible candidates have to go through an entrance test and then a

group discussion and an interview. On basis of this the final selection is done.

Company also goes for campus recruitment at various reputed colleges to recruit potential

candidates and the selection process followed is almost the same in campus.

In case of mass recruitment the company uses online employment portals to gather CVs and the

recruitment is done. This is not done in case of executives and the process is mostly in case of

workmen and supervisors.



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RECRUITMENT AND SELECTION PROCESS AT REC

SERVICE/ RECRUITMENT RULES IN REC

The rules are applied to each and every employee of REC other than those who are appointed by the

Corporation on deputation from the Central or the State Government

The person appointed by the Corporation on special contract.

The Board of Directors may relax the provisions of any of these rules if it is satisfied that it is

necessary and expedient to do so.

GENERAL CONDITIONS RELATED TO THE APPOINTMENT

A candidate for the appointment in the service of the corporation shall be

o A citizen of India

o A subject of Nepal

o A subject of Bhutan

o A Tibetan refugee who came over to India before 1st

January, 1962 with the intention of

permanently settling in India

o A person of Indian origin who has migrated from Pakistan, Burma, Ceylon and east African

countries of Kenya, Uganda and the United Republic of Tanzania with the intention of

permanently settling in India

Every person selected for the appointment to a post in the corporation shall be required to undergo

a medical examination of fitness by an appropriate medical officer/ authority as determined by the

corporation from time to time and produce a fitness from the said authority

But no such medical certificate of fitness shall be required by those who :

o are appointed specifically to temporary vacancies not exceeding three months including

continuous previous service in another office

o the retired government servant

o no person has more than one wife living or who having a spouse living

o no person who has previously been dismissed, removed or compulsorily retired from the

service of the Corporation

o no person who has been convicted in a court of law or any offence involving moral dispute

shall be eligible for appointment to the service of the Corporation



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Every person appointed to the service of the corporation shall on assuming office, take an oath of

allegiance to the constitution of India

Every person appointed to the service shall on assuming office give a declaration to be bound by

these service rules in form “A”.

Every employee of the corporation shall be liable to serve in any part of India may be required in the

exigencies of services of the Corporation

DECISION

Whenever any recruitment to any services and posts in appointment in the corporation on all India

basis, as also recruitment made for the corporation’s project office located in the state of Assam,

otherwise then all India basis is made, a relaxation in the upper age limit up to maximum of 6 years

shall be admissible to all persons who have ordinarily resided in the state of Assam during the

period of 1.1.1980 to 15.8.1985. The age concession will remain in force up to 30.6.1988. Any

person intended to avail of the relaxation of age limit admissible under these rules shall submit a

certificate form.

The district magistrate within whose jurisdiction he ordinarily resided.

Any other authority designated in this behalf by the government of Assam to the effect that he had

been resident of the state of Assam during the period from the first day of Jan, 1980 to the fifteenth

day of august, 1985.

Relaxation in the upper age limit for appearing at any departmental examination shall be subject to

a maximum number of chances permissible under the relevant rule.

Authority: Board of DIRECTORS 159TH

Meeting held on 29.8.86 and as circulated.

APPOINTING AUTHORITY

The authorities competent to make appointment to posts belonging to different categories described in

rule 4 shall be decided by the Board of Directors from time to time

SELECTING COMMITTEE

Appointments to different posts either by Direct Recruitment or through Deputation will ordinarily be

made on the recommendations of Selection Committee to be constituted by the Appropriate Appointing

Authorities from time to time provided that in the case of appointments to Class II & III posts through

deputations, the appointing authority himself may make the selection.



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MODE OF APPOINTMENTS

Appointments to all posts in the corporation to these rules shall be made by one of the following

methods in accordance with the provision contained therein :

o Direct Recruitment

o Promotion of persons already in the service of the corporation

o Deputation from the central or state government departments or government undertaking,

state electricity board, local bodies or other institutions

Where more than one method of appointment have been prescribed, unless otherwise specified,

the managing director except in cases where the appointing authority is the board of the chairman

shall from time to time, determine the number of posts to be filled by each method.

The appointing authority may relax the prescribed age limits in the case of person possessing

outstanding qualifications and experience.

Notwithstanding anything contained in this rule, appointment may be made to any post in the

corporation by reappointment or contract basis.

RESERVATION OF VACANCIES FOR SCHEDULED CASTS/ SCHEDULED TRIBES AND EX – SERVICEMEN

In making appointment to post by direct recruitment/promotion, the corporation will follow the

principles prescribed by the Government of India, from time to time as may be applicable to the

corporation in regard to reservation of vacancies for the candidates belonging to SC and ST, Ex-

servicemen and released Emergency Commissioned Officers, Short Service Commissioned Officers and

other specified categories.

APPOINTMENT BY DIRECT RECRUITMENT

Appointment to posts in different classes by direct recruitment shall be made in accordance with the

following procedure:

Class I & II posts: all vacant posts to be filled by direct recruitment would be advertised whenever

considered necessary in important newspapers with all India circulation. Candidates considered

suitable may be called for interview and/or given such other tests as are considered necessary. The

appropriate selection committee, will draw up a panel of names considered fit for the appointment,

in order of merit along with any other recommendations and submit to the appointing authority.



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All Class III & IV posts should be notified to the concerned employment exchange or alternatively be

advertised in the important newspapers. Candidates considered suitable shall be interviewed by the

appropriate selection committee who will draw up a panel of those considered fit for selection in

order of merit. A test as may be considered necessary by the appointing authority may also be held.

Appointments shall be made in order of merit indicated by the selection committee.

While advertising a vacancy in the newspapers or notifying a vacancy to the employment exchange

it should be clearly indicated whether the vacancy or number of posts, if the number of vacancies

are more than one, is or are reserved for candidates belonging to ST or SC or any other specific

group.

The term Employment Exchange whenever used in these rules includes other appropriate agencies

dealing with the reservation for any other specified category of persons.

In cases of appointment by direct recruitment by advertisement through Employment Exchange,persons who are already in the services of the corporation in lower grades/posts will be considered

along with other candidates on equal footing. Relaxation relating to age may however be allowed in

the case of candidates otherwise qualified.

Candidates shall be required to appear for the interviews at their own expenses unless it is

otherwise decided by the appointing authority.

APPOINTMENTS BY PROMOTION

Departmental promotion committee shall be constituted by the appointing authority concerned to

make recommendations for appointment by promotion against selection posts.

Promotion to post declared as non-selection post shall be made on the basis of seniority subject to

fitness. Fitness of a person will be judged by his performance as reflected in his confidential reports.

Promotion to posts declared shall be made on the basis of merit-cum-seniority. The departmental

promotion committee shall draw up “list” of persons considered fit for promotion in order of merit

based on an assessment of the qualifications, experience and abilities as reflected in their

confidential reports, after leaving out of consideration persons considered unfit and classify the

persons included in the list as “outstanding”, “very good” and “good” on the basis of merit. The

departmental promotion committee shall thereafter submit the “list” to the appointing authority

concerned, together with its recommendations for its consideration.



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APPOINTEMENT BY “TRANSFER ON DEPUTATION”

Appointment to posts required to be filled by transfer on deputation will be made by obtaining suitable

persons from the Central or State Government Departments, State Electricity boards, Government

Undertakings, Local Bodies or other institutions.

PROBATION

The appointed authority ma at his discretion enter the period of probation by a period not

exceeding 6 months at a time but not exceeding two years in all.

The period of probation shall count as service for purpose of increment and leave.

During this period, a person appointed to a post by direct recruitment shall be liable to be

discharged from service by giving one month’s notice or payment of one month’s salary in lieu

thereof and a person appointed to a post on promotion shall be liable to the lower post from which

he was promoted without notice.

During this period an employee shall have the right to resign from the service of the Corporation

after giving one month’s notice in wring or on payment to the Corporation of a sum equivalent to his

pay of one month, in lieu of notice or for such period by which such notice falls short of one month.

MAJOR FINDINGS

Major findings as given below:

From all the above companies it can be seen that almost all the companies are relying on the tests

to find out the technical skills of the candidates as the sector is very dynamic and very good

understanding of all the domains is required.

Almost all the public companies follow the same procedure.

Companies are using online portals like monster.com, naukari.com for mass recruitment orrecruitment at lower levels.

Reference system is not used for purpose of recruitment.



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SUGGESTIONS TO DEVELOP HUMAN CAPITAL

The power sector is unable to attract the best available talent despite the fact that this is a sector that

offers good salary and benefits packages, has relatively structured training & development programs,

has several organizations with good employer reputation and, most importantly, with immense

opportunities for a meaningful career. The power industry needs to showcase these opportunities and

create awareness among the young talent pool. Industry groups as well as large companies in the sector

need to work on creating a positive brand image for the industry in order to attract fresh talent. Further,

companies should work on changing the work environment through better human resource practices,

soft skills training, reducing hierarchical barriers and creating career development maps for the

personnel. Experienced HR managers from other sector should be inducted to incorporate best practices

from other sectors. Also it is seen that as all the companies are almost following the same process these

practices are not inviting as much talent as they should.

The following measures can be taken to make the sector a more attractive proposition:

Companies need to focus on providing growth opportunities to the employees. Most of the public

sector companies provide slow growth to the employees and as the talented employees focus more

on growth this factor is missing.

More use of referrals should be done as it would help in find good talent as the person form inside

would know about the strengths of the employee before recommending him.

Campus placements are not used very extensively by public sector. Campus placement can provide

access to good talent to these companies and also develop fruitful relationships with these colleges

for training purposes.

Salary structure at executive level should be revised so as to attract more talent as salary has

become a major factor while choosing an organization.

People as also a bit skeptical about joining the power organizations as they can be placed anywhere

in India. Some measures can also be taken to revise this clause.



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REFRENCES

Working Group on Power for Eleventh Plan (2007-12), Planning Commission, February 2010

Ministry Of Power, India (2011), Annual Report 2010-11, Page: 7-21

Documents related to HR Rules and Policies (2009), Http://www.powergridindia.com/

pgcil_new/exlink.aspx?Pageid=P:891, Ed. PGCIL

Recruitment & Selection Process, www.jspl.com

Company info., www.jindalinfo.com

Documents related to HR Rules and Policies, www.ntpc.co.in

REC Policy Manual, Rural Electrification Corporation Ltd., http://recindia.nic.in/jobs.html

http://way2freshers.com/notifications/rgppl-rgppl-recruitment-application-forms-ratnagiri-gas-and-

power-pvt-ltd-recruitment-online-application-forms.html

http://www.rgppl.com/

http://www.jspl.com/

http://www.jindalinfo.com/

http://www.ntpc.co.in/

http://recindia.nic.in/jobs.html

http://way2freshers.com/notifications/rgppl-rgppl-recruitment-application-forms-ratnagiri-gas-and-power-pvt-ltd-recruitment-online-application-forms.html






http://recindia.nic.in/jobs.html

http://www.ntpc.co.in/

http://www.jindalinfo.com/

http://www.jspl.com/