A Project On Recruitment and Selection

APROJECTREPORT ON
“RECRUITMENT AND SELECTION”

AT
NATIONAL HYDROELECTRIC POWER CORPORATION,
LOKTAK, MANIPUR
A dissertation Submitted in Partial fulfillment of the requirements for the Degree
ofMastersinIR &PM, BerhampurUniversity
SubmittedBy:
B.YASU REDDY
Roll No. IR 4921

Regd.No. 40567/2020
Under theguidanceof:
Dr. ITISHREE GITA KUMARI
ASSISTANT PROFESSOR
Dept. Of IR & PM
Berhampur University
POST GRADUATE DEPARTMENT

OFINDUSTRIALRELATIONS&PERSONNELMANAGEMENTBERHAM
PUR UNIVERSITY
(2020-2022)
1
CERTIFICATE
This is to certify the project work entitled “Recruitment and Selection” is the work carried
out by at NHPC ,Loktak Power Station, Manipur. During the period of 24 th Jan 2022 to 22nd
Feb 2022 is an original work done by him. He is allowed to submit the abovework to
Berhampur University, Odisha for partial fulfilment of the requirement for the awardof
Master degree in Industrial Relations & Personnel Management. During the period ofproject
work, he has shown keen interest, was sincere, punctual and polite. With her
hardwork,hehasaccomplished thisproject work in asystematicmanner.
Iwishhim successin allher futureendeavours.
Dr. ItishreeGita Kumari

Assistant professor
Department of IR & PM
BerhampurUniversity
2
DECLARTION
I, B. YASU REDDYdo hereby declare that the project entitled “RECRUITMENT AND
SELECTION”atNHPC, LOKTAK POWER STATION, MANIPUR, is my original effort. The
report is submitted by me for the partial fulfillmentofmy master degreeinIR &PM,
BerhampurUniversity.
Theprojectisexclusivelyandcomprehensivelypreparedandconceptualizedby
me.All the information and data highlighted in this project are as per my fullest
knowledge,collectedduringmystudyfromvariouswebsitesandsecondarysourcesofdatafr
omtheoffice.
Theprojectreportissosubmittedistruetothebestofmyknowledgeandithasnot
beensubmitted orpublished anywhereelsebefore.
B.yasureddy
Date: Roll no IR 4921

Place: Regd.no 40567/2020
3
ACKNOWLEDGEMENT
Onthesubmissionofthereporton“RECRUITMENT AND SELECTION”attheNHPC LOKTAK POWER

STATION, MANIPUR.I havethe pleasureto expressmy senseofgratitude tomydepartment.
I would like to express my sincere gratitude to the H.O.D. of IR & PM, Prof.
BibhutiBhusanMahapatroforgiving methis opportunity.
I owe my heartfelt gratitude to Dr.Itishree Gita Kumari for her valuable and
sincereguidance throughout my study and pioneered me giving much of her valuable
time for thesuccessfulcompletion ofthe study.
Ialsoextendmysinceregratitudetoprof. BibhutiBhusanMahapatro,
Dr.AnuvaChoudhury,Dr.BharathKumarLakra,fortheir
kindadviceandvaluableinstructionregardingthestudy.
I express my heartiest gratitude to Mr.Anam Shankar (DGM, NHPC) for guiding

meinevery step of my field work ina veryfriendlymanner.
At last I convey my deepest regards to my parents who have always been the
continuoussourceof inspiration to meall through the complete ofthestudy.
B.YASU REDDYDEPT. OF IR
& PM
BERHAMPURUNIVERSITY
4
5
CONTENTS
Title Page no
Certificate
Declaration
Acknowledgement
Chapter 1: Introduction 8-10
Objective of study
Scope of Study
Research methodology
Source of data collection
Chapte2: RECRUITMENT AND SELECTION PROCESS 11-33
Introduction
Features of recruitment
Definition of recruitment
Recruitment process
Objective of the process
Source of recruitment
Selection
Steps in selection process
Chapter 3: ORGANIZATION PROFILE 34-47
Introduction
Mission
Objective
Policy
Health and safety
Environmental and social management
Chapter 4: RECRUITMENT AND SELECTION PRACTICES AT NHPC48-83
Recruitment policy and procedure
Job titles, job specification, Role outline, Pay scale
Source and models of recruitment
To fill job opening by selection from internal
Application formation
6
Forwarding of application of candidate from govt. and public undertaking
Requisition for man power
Processing of application
Selection process and constitution of selection board
Interviews and role of selection board
Operation of penal of selected candidate
Chapter 5: DATA ANALYSIS AND INTERPRETATION 85-102
Chapter 6: SUGGESTION AND CONCLUSION 103-104
BIBILIOGRAPHY
7
CHAPTER-1
INTRODUCTION
8|Page
1.1OBJECTIVE OF THE STUDY-
Main objectives of this project are to find out the recruitment and
selection process, how the candidates are recruited, on what basis is the selection process
depends and what are the skill set required to do particular job i.e getting the “Right person for
the Right job at the right time”. Any organization attempts to select the applicant whose
qualification is most clearly related to those required for successful performance of the major
duties and responsibilities of the position. The objective of my study is to understand and
critically analyze the recruitment and selection procedure at NHPC to identifies the probable
area of improvement to make requirement and selection more effective
1.2 SCOPE OF THE STUDY-
The study covers to main areas of the organization’s strategy for recruitment and selection
process. Encompassed in these two areas are specific steps that are used to implement the
organization’s recruitment and selection process. All steps used were assessed and issues
were found with the following reparation, employment agencies, vacancy promotion, internal
vs.external recruitment, interview structure, interview environment and orientation. This step
will be discussed and analyzed in this report.
1.3 RESEARCH METHODOLOGY-
In addressing the aim of this study, it is important to adopt an appropriate statistical

approach, which would enable appropriate data collection, analysis and interpretation of the
findings for the benefit of practitioners and researchers. Consequently, the research was mainly
based on primary and secondary source of data. The primary source was designed based on
information which was obtained from the literature review in connection with the research
objectives of the study. The questionnaire comprises of closed and open-ended questions to
facilitate categorization and analysis and to ascertain respondents view on peculiar issues. The
secondary sources were obtained from journals, publications, library and internet.
Methodology of the study consist of the following steps.
❖Selection of the topic: The topic of the study was chosen to be after considering
itsimportance in the present knowledge era where competitiveness efficiency andeffectiveness
of HRD department is proved to be a task for HR professional
9|Page
❖Research design: The research is done by exploratory research. This kind of insightsinto the
problem. It studies the main area where the problem lies and also tries toevaluate some
appropriate courses of action.
❖Research approach: Respondents were given with the questionnaire prepared in astructured
manner. Structured questionnaire permits more direct comparability ofresponses, question
variability is eliminated and the answer variability is assumed to bereal. The questionnaire is
prepared on the basis of objectives of the study. Direct is usedfor the survey i.e. contacting
employees directly in order to collect data.
❖Sample design: A complete interaction and enumeration off all the employees ofNHPC was
not possible so a sample was chosen that consists of 25 employees
❖Sampling area: The study is conducted with the employees of NHPC, Loktak, Manipur
1.4 SOURCES OF DATA COLLECTION-
Data are collected from different sources, i.e Primary sources and secondary sources.
 Primary Sources: Using online technique the data was collected through
questionaries.Questionaries have been formatted with both open and closed structured
question.
 Secondary Sources: Refers to all published data.It includes published documents of the
company, company records, internet, journals&magazines and Government reports,
other survey reports.
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CHAPTER-2
RECRUITMENT AND SELECTION PROCESS
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2.INTODUCTION-
As an organisation needs to succeed and survive, or compete effectively in the global economy in this era
of globalization, employers must be in the position to propound and practicerecruitment and
selection of employees in the best way.The success of a business or an
Organization is directly linked to the performance of those who work for that organization.
Underachievement can be a result of workplace failures. Every organization has its
ownrequirements in acquiring employees. It is vital that organizations select people with the
qualityessential for continued success in this competitive global village. The only means of
achieving this success is through proper recruitment and selection practices.
Recruitment and selection can play a pivotally important role in shapingan organisation’s
effectiveness and performance, if work organizations are able to acquireworkers who already
possess relevant knowledge, skills and aptitudes and are able to make anaccurate prediction
regarding their future abilities. Recruitment and selection also have animportant role to play in
ensuring worker performance and positive organisational outcomes. It is often claimed that
selection of workers occurs not just to replace departing employees oradd to a workforce but
rather aims to put in place workers who can perform at a high level anddemonstrate
commitment .
Recruitment is distinct from Employment and Selection.Recruitment is

the process of generating a pool of capable people to apply for employment to an organisation.
Selection is the process by which managers and others use specific instruments to choose froma
pool of applicants a person or persons more likely to succeed in the job(s), given
managementgoals and legal requirements. Recruitment and selection form a core part of the
central activitiesunderlying human resource management: namely, the acquisition, development
and reward ofworkers. It frequently forms an important part of the work of human resource
managers – ordesignated specialists within work organisations. It is the human resources that
give Competitive edge” and therefore should be selected carefully and developed in order to
achieveemployees‟ commitment.
To increase the efficiency of hiring, it is recommended that the HR team of an ensure
successful recruitment without any interruptions. In addition, these practices also ensure
consistency and compliance in the recruitment process.
2.2FEATURE OF RECRUITMENT-
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 Recruitment is a process or a series of activities rather than a single act or event.
 Recruitment is a linking activity as it brings together those with jobs (employers) and
those seeking jobs(prospective employees).
 Recruitment is a positive function as it seeks to develop a pool of eligible persons from

which most suitable one can selected.
 The basic purpose of recruitment is to locate the sources of people required to meet job
requirement and attracting such people to offer themselves for employment in the
organisation.
 Recruitment is an important function as it makes it possible to acquire the number and

type of person necessary for the continued functioning of the organisation.
 Recruitment is a pervasive function as all organisations engage in recruitment activity.

But the volume and nature of the recruitment varies with size, nature and environment
of the particular organisation.
 Recruitment is a two way process .it takes a recruiter and a recruitee.Just as the
recruiter
has a choice whom to recruit or not, similar to the prospective employee can choose for
which organisation to apply for a job.
 Recruitment is a complex job because too many factor affect it,e.g.,image of the
organistion,nature of the job offered, organisationalpolices, working conditions and
compensation level in the organisation, rate of growth of condition and compensation
levels in the organisation, rate of growth of the organisation ,past recruitment
record ,employment condition in the community ,trade union attitude, labourlaws,
cultural and environment(e.g., sons of th soul),government policies(e.g. reservation for
SC\ST).Most of these factors serve as constraints restricting the freedom of
management in recruitment.
Concluded that organisations should increasingly be inclusive in theiremployment

offering as younger generations have grown up with the notion of flexible
13 | P a g e
working, while older people have an interest in flexible working as an alternative to
retirement.This research work seeks to identify employee recruitment and selection
practices in the NHPC.
2.3DEFINATION OF RECRUITMENT:
Various researchers have contributed to the field of HRM, and have offered intensive and
Profound knowledge on the branches of HRM especially on recruitment and selection.
Below is some of the different definition of recruitment;
According to Dale Yoder, “Recruitment is defined as process to discover the sources of

manpower to meet the requirements of the staffing schedule and to employ effective
measure for attracting that manpower in adequate number to facilitate effective selection of
an efficient workforce”
According to C.B. Mamoria, “Recruiting is the discovering of potential applicants for

anticipated organizational vacancies.”
Kempner writes, “Recruitment forms the first stage in the process which continues with
selection and ceases with the placement of the candidates.”
According to Keith Davis, “Recruitment is the process of finding and attracting capable
applicants for employment. The process begins when new recruits are sought and ends
when their applications are submitted.”
According to Edwin B. Flippo, “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.”
According to Mart and T. Telsang, “Recruitment is the generating of applications or

applicants for a specific position.”
Prof. R. W. Griffin said, “Recruitment is the process of attracting individuals to apply for jobs
that are open.”
Decenzo and S. P. Robbins have defined, “Recruitment is the process discovering the
potential for actual or anticipated organizational vacancies.”
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Thus, recruitment is the generating of applications or applicants for specific
positions. It is alinking activity bringing together those with jobs and those seeking jobs.
Recruitment is therefore the process of searching prospective workers and stimulating them
to apply for jobs in the organization.
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2.4RECRUITMENT PROCESS-
Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. It sources the candidates with the abilities and attitude,
which are required for achieving the objectives of an organization.
Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, short listing and selecting the right candidate.
To increase the efficiency of hiring, it is recommended that the HR team of

an organization follows the five best practices (as shown in the following image). These five
practices ensure successful recruitment without any interruptions. In addition, these practices
also ensure consistency and compliance in the recruitment process.
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Recruitment process is the first step in creating a powerful resource base. The process
undergoes a systematic procedure starting from sourcing the resources to arranging and
conducting interviews and finally selecting the right candidates.
RECRUITMENT PLANNING-
Recruitment planning is the first step of the recruitment process, where the vacant positions
are analyzed and described. It includes job specifications and its nature, experience,
qualifications and skills required for the job, etc.
A structured recruitment plan is mandatory to attract potential candidates from a pool of

candidates. The potential candidates should be qualified, experienced with a capability to take
the responsibilities required to achieve the objectives of the organization.
IDENTIFYING VACANCY-
The first and foremost process of recruitment plan is identifying the vacancy. This process
begins with receiving the requisition for recruitments from different department of the
organization to the HR Department, which contains −
 Number of posts to be filled

 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
When a vacancy is identified, it the responsibility of the sourcing manager to ascertain
whether the position is required or not, permanent or temporary, full-time or part-time, etc.
These parameters should be evaluated before commencing recruitment. Proper identifying,
planning and evaluating leads to hiring of the right resource for the team and the organization.
JOB ANALYSIS-
Job analysis is a process of identifying, analyzing, and determining the duties, responsibilities,
skills, abilities, and work environment of a specific job. These factors help in identifying what a
job demands and what an employee must possess in performing a job productively.
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Job analysis helps in understanding what tasks are important and how to perform them. Its
purpose is to establish and document the job relatedness of employment procedures such as
selection, training, compensation, and performance appraisal.
The following steps are important in analyzing a job −
 Recording and collecting job information

 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are job descriptions and job specifications.
JOB DESCRIPTION
Job description is an important document, which is descriptive in nature and contains the final
statement of the job analysis. This description is very important for a successful recruitment
process.
Job description provides information about the scope of job roles, responsibilities and the
positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of her job
responsibilities.
Job description is generated for fulfilling the following processes −
 Classification and ranking of jobs

 Placing and orientation of new resources
 Promotions and transfers
 Describing the career path
 Future development of work standards
A job description provides information on the following elements −
 Job Title / Job Identification / Organization Position

 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
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 Working Conditions
 Health Hazards
JOB SPECIFICATION-
Job specification focuses on the specifications of the candidate, whom the HR team is going to
hire. The first step in job specification is preparing the list of all jobs in the organization and its
locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows −
 Physical specifications
 Mental specifications
 Physical features
 Emotional specifications
 Behavioral specifications
A job specification document provides information on the following elements −
 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career
JOB EVELUATION-
Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization.
The main objective of job evaluation is to analyze and determine which job commands how
much pay. There are several methods such as job grading, job classifications, job ranking,
etc., which are involved in job evaluation. Job evaluation forms the basis for salary and wage
negotiations.
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RECRUITMENT STRATEGY-
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions and job
specifications, the next step is to decide which strategy to adopt for recruiting the potential
candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points −
 Make or buy employees

 Types of recruitment
 Geographical area
 Recruitment sources
The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include −
 Setting up a board team

 Analyzing HR strategy
 Collection of available data
 Analyzing the collected data
 Setting the recruitment strategy
SEARCHING THE RIGHT CANDIDATE-

Searching is the process of recruitment where the resources are sourced depending upon the
requirement of the job. After the recruitment strategy is done, the searching of candidates will
be initialized. This process consists of two steps −
 Source activation − Once the line manager verifies and permits the existence of the
vacancy, the search for candidates starts.
 Selling − Here, the organization selects the media through which the communication of
vacancies reaches the prospective candidates.
Searching involves attracting the job seekers to the vacancies. The sources are broadly divided
into two categories: Internal Sources and External Sources.
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INTERNAL SOURCES-
Internal sources of recruitment refer to hiring employees within the organization through −
 Promotions
 Transfers
 Former Employees
 Internal Advertisements (Job Posting)
 Employee Referrals
 Previous Applicants
EXTERNAL SOURCE-
External sources of recruitment refer to hiring employees outside the organization through −
 Direct Recruitment
 Employment Exchanges
 Employment Agencies
 Advertisements
 Professional Associations
 Campus Recruitment
 Word of Mouth
SCREENING/SHORTLING-
Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process.
Screening is an integral part of recruitment process that helps in removing unqualified or

irrelevant candidates, which were received through sourcing. The screening process of
recruitment consists of three steps −
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Reviewing of Resumes and Cover Letters
Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job
While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates −
 Reason for change of job

 Longevity with each organization
 Long gaps in employment
 Job-hopping
 Lack of career progression
Conducting Telephonic or Video Interview
Conducting telephonic or video interviews is the second step of screening candidates. In this
process, after the resumes are screened, the candidates are contacted through phone or video
by the hiring manager. This screening process has two outcomes −
 It helps in verifying the candidates, whether they are active and available.
 It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.
Identifying the top candidates
Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes −
 Short listing 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right candidate
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EVALUATION AND CONTROL-
Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a costly
process; hence it is important that the performance of the recruitment process is thoroughly
evaluated.
The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following −
 Salaries to the Recruiters

 Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection process
 Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.
2.5 OBJECTIVE OF THE PROCESS-
These are: (Govt. policies)
1. Personnel policies of other competing organization. Support the organization ability to
acquire, retain and develops the best talent and skills.
2. Determine present and future manpower requirements of the organization in
coordination with planning and job analysis activities.
3. Obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goal and objectives.
4. Create a pool of candidates so that the management can select the right candidates for
the right job from the pool
5. Attract and encourage more and more candidates to apply in the organisation
6. Increase the pool of candidates at minimum cost.
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7. Acts as a link between the employers and the job seekers.
8. Infuse fresh blood at all levels of the organisation.
9. Meet the organization’s legal and social obligations regarding the composition of its
Workforce.
10. Increase the effectiveness of various recruiting techniques
Judging from the above various definition of recruitment as given by professional and
scholars, it is apparent that recruitment borders or deals with the plan advertisement of exiting
vacantposition in an organization in order to wool or attract suitable and qualify applicant to
applyfor the vacant position or offices for employment in the said organization. Based on the
aboverecruitment is a very specialized field in Human Resources practices as it involves
techniquesthat will adequately identify the pool of skilled and quality applicants .
2.6 SOURCES OF REQUIREMENT
Sources of Recruitment of Employees: Internal and External Sources
The searching of suitable candidates and informing them about the othe enterprise is the most
important aspect of recruitment process.
The candidates may be available inside or outside the organisation. Basically, there are two
sources of recruitment i.e., internal and external sources.
(A) Internal Sources:

Best employees can be found within the organization… When a vacancy arises in the
organization, it may be given to an employee who is already on the pay-roll. Internal sources
include promotion, transfer and in certain cases demotion. When a higher post is given to a
deserving employee, it motivates all other employees of the organization to work hard. The
employees can be informed of such a vacancy by internal advertisement.
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Methods of Internal Sources:
The Internal Sources Are Given Below:
1. Transfers:
Transfer involves shifting of persons from present jobs to other similar jobs. These do not
involve any change in rank, responsibility or prestige. The numbers of persons do not increase
with transfers.
2. Promotions:
Promotions refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay. The higher positions falling vacant may be filled up from within
the organisation. A promotion does not increase the number of persons in the organisation.
A person going to get a higher position will vacate her present position. Promotion will
motivate employees to improve their performance so that they can also get promotion.
3. Present Employee
The present employees of a concern are informed about likely vacant positions. The employees
recommend their relations or persons intimately known to them. Management is relieved of
looking out prospective candidates.
The persons recommended by the employees may be generally suitable for the jobs because
they know the requirements of various positions. The existing employees take full responsibility
of those recommended by them and also ensure of their proper behaviour and performance.
(B) External Sources:

All organizations have to use external sources for recruitment to higher positions when existing
employees are not suitable. More persons are needed when expansions are undertaken.
The external sources are discussed below:

Methods of External Sources:
1. Advertisement::
It is a method of recruitment frequently used for skilled workers, clerical and higher staff.
Advertisement can be given in newspapers and professional journals. These advertisements
attract applicants in large number of highly variable quality.
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Preparing good advertisement is a specialized task. If a company wants to conceal its name, a
‘blind advertisement’ may be given asking the applicants to apply to Post Bag or Box Number or
to some advertising agency.
2. Employment Exchanges:
Employment exchanges in India are run by the Government. For unskilled, semi-skilled, skilled,
clerical posts etc., it is often used as a source of recruitment. In certain cases it has been made
obligatory for the business concerns to notify their vacancies to the employment exchange. In
the past, employers used to turn to these agencies only as a last resort. The job-seekers and
job-givers are brought into contact by the employment exchanges.
3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e. placement) which require
technical or professional qualification has become a common practice. A close liaison between
the company and educational institutions helps in getting suitable candidates. The students are
spotted during the course of their studies. Junior level executives or managerial trainees may
be recruited in this way.
4. Recommendation of Existing Employees:

The present employees know both the company and the candidate being recommended.
Hence some companies encourage their existing employees to assist them in getting
applications from persons who are known to them.
In certain cases rewards may also be given if candidates recommended by them are actually
selected by the company. If recommendation leads to favoritism, it will impair the morale of
employees.
5. Factory Gates:
Certain workers present themselves at the factory gate every day for employment. This
method of recruitment is very popular in India for unskilled or semi-skilled labour. The
desirable candidates are selected by the first line supervisors. The major disadvantage of this
system is that the person selected may not be suitable for the vacancy.
Then there are video films which are sent to various concerns and institutions so as to show the
history and development of the company. These films present the story of company to various
audiences, thus creating interest in them.
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Various firms organize trade shows which attract many prospective employees. Many a time
advertisements may be made for a special class of work force (say married ladies) who worked
prior to their marriage.
These ladies can also prove to be very good source of work force. Similarly there is the labour
market consisting of physically handicapped. Visits to other companies also help in finding new
sources of recruitment.
2.7 SELECTION-
Selection is the process of choosing the most suitable candidates from those who
apply for the job. It is a process of offering jobs to desired candidates.
Once the potential applicants are identified, the next step is to evaluate their qualification,
qualities, experience, capabilities, etc. & make the selection. It is the process of offering jobs to
the desired applicants.
Selection means choosing a few from those who apply. It is picking up of applicants or
candidates with requisite qualifications and qualities to fill jobs in the organization.
Definition of Selection
According to Harold Koontz, “Selection is the process of choosing from the candidates, from
within the organization or from outside, the most suitable person for the current position or for
the future positions.”
Dale Yoder said, “Selection is the process by which candidates for employment are divided into
classes those who will be offered employment and those who will not.”
David and Robbins said, “Selection process is a managerial decision-making process as to

predict which job applicants will be successful if hired.”
According to R.M. Hodgetts, “Selection is the process in which an enterprise chooses the
applicants who best meet the criteria for the available positions.”
Selection is the process of choosing from a group of applicants those individuals best suited for
a particular position.
Most managers recognize that employee selection is one of their most difficult, and most
important, business decisions.
This process involves making a judgment -not about the applicant, but about the fit between
the applicant and the job by considering knowledge, skills and abilities and other characteristics
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required to perform the job Selection procedures are not carried out through standard pattern
and steps in this.
The process can vary from organization to organization some steps performed and considered
important by one organization can be skipped by other organization.
Personnel Selection is the methodical placement of individuals into jobs. Its impact on the
organization is realized when employees achieve years or decades of service to the employer.
The process of selection follows a methodology to collect information about an individual in

order to determine if that individual should be employed. The methodology used should not
violate any laws regarding personnel selection.
2.8 Steps in Selection Process

The selection process typically begins with the preliminary interview; next, candidates
complete the application for employment.
They progress through a series of selection tests, the employment interview, and reference and
background checks. The successful applicant receives a company physical examination and is
employed if the results are satisfactory.
Several external and internal factors impact the selection process, and the manager must take
them into account in making selection decisions.
Typically selection process consists of the following steps but it is not necessary that all
organization go through all these steps as per the requirement of the organization some steps
can be skipped while performing the selection process.
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1. Initial Screening.
2. Completion of the Application Form.
3. Employment Tests.
4. Job Interview.
5. Conditional Job Offer.
6. Background Investigation.
7. Medical Examination.
8. Permanent Job Offer.
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1. Initial Screening
The selection process often begins with an initial screening of applicants to remove individuals
who obviously do not meet the position requirements.
At this stage, a few straight forward questions are asked. An applicant may obviously be
unqualified to fill the advertised position, but be well qualified to work in other open positions.
The Purpose of Screening is to decrease the number of applicants being considered for
selection.
2. Completion of the Application Form
Application Blank is a formal record of an individual’s application for employment. The next
step in the selection process may involve having the prospective employee complete an
application for employment.
This may be as brief as requiring only an applicant’s name, address, and telephone number. In
general terms, the application form gives a job-performance-related synopsis of applicants’ life,
skills and accomplishments.
The specific type of information may vary from firm to firm and even by job type within an
organization. Application forms are a good way to quickly collect verifiable and fairly accurate
historical data from the candidate.
3. Employment Tests
Personnel testing is a valuable way to measure individual characteristics.
Hundreds of tests have been developed to measure various dimensions of behavior. The tests
measure mental abilities, knowledge, physical abilities, personality, interest, temperament, and
other attitudes and behaviors.
Evidence suggests that the use of tests is becoming more prevalent for assessing an applicant’s
qualifications and potential for success. Tests are used more in the public sector than in the
private sector and in medium-sized and large companies than in small companies.
Large organizations are likely to have trained specialists to run their testing programs.
4. Job Interview
An interview is a goal-oriented conversation in which the interviewer and applicant exchange

information. The employment interview is especially significant because the applicants who
reach this stage are considered to be the most promising candidates.
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5. Conditional Job Offer
Conditional job offer means a tentative job offer that becomes permanent after certain
conditions are met.
If a job applicant has passed each step of the selection process so far, a conditional job offer is
usually made.
In essence, the conditional job offer implies that if everything checks out – such as passing a
certain medical, physical or substance abuse test – the conditional nature of the job offer will
be removed and the offer will be permanent.
6. Background Investigation
Background Investigation is intended to verify that information on the application form is

correct and accurate.
This step is used to check the accuracy of application form through former employers and
references. Verification of education and legal status to work, credit history and criminal record
are also made.
Personal reference checks may provide additional insight into the information furnished by the
applicant and allow verification of its accuracy.
Past behavior is the best predictor of future behavior. It is important to gain as much
information as possible about past behavior to understand what kinds of behavior one can
expect in the future.
Knowledge about attendance problems, insubordination issues, theft, or other behavioral

problems can certainly help one avoid hiring someone who is likely to repeat those behaviors.
Background investigations primarily seek data from references supplied by the applicant
including her or her previous employers. The intensity of background investigations depends on
the level of responsibility inherent in the position to be filled.
7. Medical/Physical Examination
After the decision has been made to extend a job offer, the next phase of the selection process
involves the completion of a medical/physical examination.
This is an examination to determine an applicant’s physical fitness for essential job

performance.
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Typically, a job offer is contingent on successfully passing this examination.
For example, firefighters must perform activities that require a certain physical condition.
Whether it is climbing a ladder, lugging a water-filled four-inch hose or carrying an injured
victim, these individuals must demonstrate that they are fit for the job.
8. Permanent Job Offer
Individuals who perform successfully in the preceding steps are now considered eligible to
receive the employment offer. The actual hiring decision should be made by the manager in the
department where the vacancy exists.
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CHAPTER-3
ORGANISATION PROFILE
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PROFILE OF POWER GRID CORPORATION OF IND LTD.
3.1 INTRODUCTION-
As on date NHPC Limited has become the largest organisation for hydropower development in
India, with capabilities to undertake all the activities from conceptualization to commissioning
in relation to setting up of hydro projects. NHPC Limited has also diversified in the field of Solar
& Wind power.
NHPC Limited presently has an installation base of 7071.2 MW from 24 power stations
including 2 nos projects in JV mode. Considering the impediments faced during execution of
these projects such as unfavourable geological conditions, difficult law and order problems,
inaccessible and remote locations, the achievement so far is commendable.
ORIGIN-
NHPC is an Indian government hydropower board under the ownership of Ministry of
Power, Government of India that was incorporated in the year 1975 with an authorised capital
of ₹2,000 million and with an objective to plan, promote and organise an integrated and
efficient development of hydroelectric power in all aspects. Later on NHPC expanded its objects
to include other sources of energy like Solar, Geothermal, Tidal, Wind etc presently engaged in
the construction of 9 projects aggregating to a total installed capacity of 5999 MW which
includes 2 hydroelectric projects viz., 2000 MW Subansiri Lower HEP and 800 MW Parbati-II
HEP and 1 solar Project of 40 MW at Odisha being executed on ownership basis and 5 hydro
projects and 1 solar project being executed through Subsidiary/ JV Companies viz., 500 MW
Teesta-VI HE Project, 1000 MW PakalDul HE Project, 624 MW Kiru HE Project, 850 MW Ratle HE
Project, 120 MW Rangit-IV HE Project and 65 MW Kalpi Solar Project. In addition, 8 Projects
with aggregate capacity of 7342 MW are under clearance stage which includes 5 Schemes of
NHPC’s own and 3 in JV mode. Further, 3 projects with aggregate capacity of 1130 MW are in
S&I stage.
VISION-
To be a global leading organization for sustainable development of clean power

through competent, responsible and innovative values.
3.2 MISSION-
 To achieve excellence in development of clean power at international standards.
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 To execute & operate projects through efficient and competent contract management
and innovative R&D in environment friendly and socio-economically responsive manner.
 To develop, nurture and empower the human capital to leverage its full potential.
 To practice the best corporate governance and competent value based management for
a strong corporate identity and showing concern for employees, customer, environment
and society.
 To adopt & innovate state-of-the-art technologies and optimize use of natural resources
through effective management.
3.3 OBJECTIVES
 To Plan, promote and organize an integrated and efficient development of power in all its
aspects through Conventional and Non Conventional Sources in India and Abroad, including
planning, investigation, research, design and preparation of preliminary, feasibility and definite
project reports, construction, generation, operation and maintenance of power stations and
projects, transmission, distribution, trading and sale of power generated at Stations in
accordance with the national economic policy and objectives laid down by the Central
Government from time to time and release of water and other needs to the State Govt. as per
the agreed parameters.
 To undertake, where necessary, the construction of inter-state transmission lines and ancillary
works for timely and coordinated inter-state exchange of power
 To coordinate the activities of its subsidiaries, to determine their economic and financial
objectives / targets and to review, control, guide and direct their performance with a view to
secure optimum utilization of all resources placed at their disposal.
 To act as an agent of Government / Public Sector financial institutions, to exercise all the rights
and powers exercisable at any meeting of any Company engaged in the planning, investigation,
research, design and preparation of preliminary, feasibility and definite project reports,
construction, generation, operation, maintenance of Power Stations and Projects, transmission,
distribution, trading and sale of power in respect of any shares held by the Government, Public
financial institutions, nationalized banks, nationalized insurance companies with a view to
secure the most effective utilization of the financial investments and loans in such companies
and the most efficient development of the concerned
 To carry on the business of purchasing, selling, importing, exporting, producing, trading,

manufacturing or otherwise dealing in all aspects of planning, investigation, research, design
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and preparation of preliminary, feasibility and definite project reports, construction,
generation, operation and maintenance of Power Stations and Projects, transmission,
distribution and sale of Power, Power Development, including forward, backward or horizontal
integration ancillary and other allied industries and for that purpose to install, operate and
manage all necessary plants, establishments and works.
MILESTONES-
Authorised Capital 15000 Crore
₹ 69665.20 Crore as on 31st December

Value of Assets
2021
₹ 10045.03 Crore as on 31st December

Paid Up Capital
2021
Hydro (Incl. JV): 22 Nos. (6971.2 MW)

Wind:01 No. (50 MW)
Projects Completed
Solar:01 No. (50 MW)
Total : 24 Nos. (7071.2 MW)
Hydro (Incl. JV): 8 Nos. (5959 MW)

Solar : 01 No. (40 MW)
Projects Under Construction
Total : 9 Nos. (5999 MW)
Hydro (Incl. JV): 7 Nos. ( 7292 MW)

Solar : 01 No. (50 MW)
Projects Awaiting Clearances
Total : 8 Nos. (7342 MW)
Projects Under Survey and Investigation

Hydro: 3 Nos. (1130 MW)
Stage
Projects on Turnkey Basis 5 Nos. (89.25 MW)
In 2021-2022
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1 Energy Generated 24855 MU
2 PAF 87.79%
In 2020-2021
2 PAF 84.86%
3 Income from Sale of Power 8094 Crore
4 Net Profit 3233 Crore
In 2019-2020
2 PAF 84.04%
3 Income from Sale of Power 8301 crore
4 Net Profit 3007 crore
In 2018-2019
2 PAF 84.97%
In 2017-2018
2 PAF 85.32%
In 2016-2017
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2 PAF 83.41%
In 2015-2016
2 PAF 81.60%
In 2014-2015
2 PAF 77.3%
In 2013-2014
2 PAF 77.7%
In 2012-2013
2 PAF 85.3%
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In 2011-2012
2 PAF 83.3%
In 2010-2011
2 PAF 85.2%
5 Performance Rating "Very Good"
In 2009-2010
1 Energy Generated 16960.45 MU
2 PAF 84.1%
In 2008-2009
4 Capacity Index 93.61%
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In 2007-2008
5 Performance Rating "Excellent"
In 2006-2007
In 2005-2006
5 Performance Rating "Excellent"
3.4 POLICIES-
INFORMATION SECURITY POLICY-

 Protect Critical Information & Critical Information infrastructure from unauthorized
access, use, disclosure, modification and disposal, whether intentional or unintentional.
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 Maintain Confidentiality, Integrity and Availability of Information related to
organization’s critical processes & systems together with sensitive / personal
information of employees and other related third parties.
 Ensure business continuity through systemic reduction of information security risks in
all spheres of its business operations.
 Establish, maintain and continually improve Information Security Management System
(ISMS) complying with ISO27001:2013 and meeting all the applicable legal, statutory,
regulatory and contractual requirements.
3.5 HEALTH AND SAFETY-
1. NHPC recognizes its statutory and moral responsibilities for ensuring safe Design,
Construction, Operation and Maintenance of its Transmission Lines & Sub-stations, and
provision of safe methods of work and healthy working condition, for ensuring safety of its
personnel and those of its contractors as well as the general public.
2. NHPC has developed and implemented systems and procedures aligned with OHSAS 18001
for Occupational Health and Safety Management System which are audited & certified to the
above standard by BSI Management Systems.
3. The Transmission Lines & Sub-stations of NHPC are constructed, operated and maintained in
accordance with the requirements of Indian Electricity Act, 2003, and the Regulations
thereunder, as well as Indian & International standards.
4. Compliance of the above are verified during the Inspections by Central Electricity Authority
(CEA), who are the Statutory Authority for inspecting and clearing the EHV Power
Transmission installations, before commissioning as well as during periodical Inspections after
commissioning.
5. The requisite guidelines regarding limiting exposure to Electric & Magnetic Fields (EMF), as
specified by International Commission on Non-Ionizing Radiation Protection (ICNIRP) are
followed by NHPC.
6. Minimum electrical clearance, as required by the Indian Electricity Rules & Regulations, are
maintained with respect to the ground, roads, railway lines and other habitats, in the
Transmission Lines of NHPC, to ensure safety of human beings & livestock moving, living or
working in the vicinity.
7. In addition, anti-climbing devices & danger boards are installed at all towers, to warn and
dissuade the general public from climbing the EHV transmission towers.
8. Appropriate earthing / grounding has been provided in all EHV Transmission Lines and
Towers, and fast acting Protection Relays have been installed in the terminal sub-stations to
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protect the men and equipments / installations. The Protection Relays ensure that the
charged Line / Circuit automatically trips in case of any earth fault anywhere in the
Transmission Lines.
9. Appropriate earthing / grounding has been provided in all EHV Transmission Lines and
Towers, and fast acting Protection Relays have been installed in the terminal sub-stations to
protect the men and equipments / installations. The Protection Relays ensure that the
charged Line / Circuit automatically trips in case of any earth fault anywhere in the
Transmission Lines.
10. NHPC Apex Safety Board, with CMD as Chairman and the functional Directors as members,
has been established at Corporate Centre to periodically review the safety performance of
the Corporation / Construction Agencies, and advise appropriate additional measures, as
required, for effective safety & accident prevention.
11. A Safety Cell is established under Corporate Asset Management Dept. to coordinate all safety
promotion & accident prevention related activities of Transmission Lines and Sub-stations
under construction as well as under operation, and to provide Technical support to sites for
ensuring proper implementation of the Safety Policy & Procedures of the Company and
applicable safety requirements during various activities.
12. Safety Guidelines / Check Lists have been formulated for O&M as well as Construction
activities, which are reviewed periodically and amended / updated, as required.
13. Appropriate provisions have been incorporated in the Contractual documents to bind the
Construction Agencies to ensure the safety requirements at their work sites and also to meet
the various statutory requirements and payment of compensation to legal heirs of the victims
arising out of accidents.
14. To make the Bidders / Construction Agencies to be conscious of implementing the safety
requirements seriously during construction of the Transmission Projects being executed by
them, by providing safe methods of work and safe working conditions, a “Safety Pact” is
required to be submitted by all the Bidders, without which their bids are considered as invalid
and rejected.
15. To monitor compliance of the various safety requirements and accident prevention measures,
Site Surveillance Inspections are carried out in the construction sites to identify the hazardous
conditions / activities and the concerned Construction Agencies are notified for rectification
of the same.
16. A detailed procedure for reporting of incidents / accidents, Investigation and Analysis has
been established. The root cause for the incidents / accidents are identified and remedial
actions to prevent recurrence of such accidents are recommended by the Committee.
17. Training programmes / Awareness Programmes are held periodically covering all areas of
O&M / Construction / Safety / First Aid / Fire Fighting / use of Personal ProtectiveEquipments,
etc., wherein the Engineers, Supervisors & Technicians are imparted refresher training.
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18. Tool Box meetings / briefings are conducted at the construction sites to re-emphasise the
precautionary measures and the need for safe working by the gangs.
3.6 ENVIROMENT AND SOCIAL MANAGEMENT-
OVERVIEW-Sustainable Development:Understanding our Environmental and Social

ResponsibilitiePower Grid Corporation of India Ltd. (NHPC) an ISO 14001 certified company
and the Central Transmission Utility of the country is one of the largest electrical power
transmission utilities in the world. By the very nature of our business, we touch millions of lives
every day and understand that real success is the result of inclusive development of all the
involved entities and stakeholders.
Our developmental activities have minimal environmental and social impact owing to very nature
of activities that do not involve disposal of pollutants in any environmental matrices such as
land, air or water nor it involve large scale excavation which may result in soil erosion. In spite
of that NHPC, which is committed to achieve the goal of Sustainable Development has the
realization that given the scale of its operations, it is inevitable that there will be some residual
impacts upon both the natural environment and the communities that it helps to support. To
address such issues, NHPC has integrated environmental and social management procedures
into its corporate operations by enunciating Environmental and Social Policy & Procedures
(ESPP).
NHPC’s Environmental and Social Policy & Procedures (ESPP)
NHPC is the first company in Asia to develop a comprehensive and written "Environmental and
Social Policy & Procedures (ESPP)" to manage its environment & social issues. NHPC evolved its
ESPP in 1998 after a "National Consultation" involving various Stakeholders such as General
public, Representatives from Ministry of Power, MOEF, CEA, State Electricity Boards, Allied
Organizations, Academia, NGOs, Multilateral funding agencies and Project Affected Persons
(PAPs). The basic principle of the ESPP are Avoidance, Minimization and Mitigation and it
outlines NHPC's commitment to deal with environmental and social issues relating to its
projects and lays out management procedures and protocol to address them. The ESPP has
been revised twice in 2005 and 2009 to make it updated in line with the changed rules and
guidelines of Govt. of India, including that of multilateral funding agency like World Bank, ADB,
JBIC, etc. and suggestion/best practices and feedback received from different sites.During the
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revisions of ESPP, the consultative process was further enlarged to engage all stakeholders,
including Project Affected Persons (PAPs) and the local communities. The regional level
consultations were organized in southern, western, northern and eastern regions of the
country. The national consultation was held at its corporate office in Gurgaon.
The comprehensive coverage and content of the ESPP can be judged by the fact that it has the
distinction of being certified and accepted by two leading Multilateral Agencies of world i.e. the
World Bank and the ADB under their Use of Country System (UCS) and Country Safeguard
System (CSS) policy in 2009 and 2017 respectively after a detailed and multi-layered
assessment. We aim to ensure total transparency and accountability in dealing with our
stakeholders and their involvement through well-defined procedures as well as dissemination
of relevant information at every stage of project implementation.
The ESPP Spells Out NHPC’s Commitment To:
 Ensure total transparency in dealing with all the stakeholders i.e. concerned
government agencies, local communities, individual landowners and employees
through a well-defined public consultation process as well as dissemination of relevant
information about the project at every stage of implementation.
 Maintain the highest standards of corporate responsibility not only towards its
employees but also to the consumers and the civil society, social responsibility through
various community development activities for promoting socio-economic development
and most importantly through people’s participation.
 To minimize adverse impacts on the natural environment by consciously economizing
on the requirement of land for civil structures, reducing the width of the Right of Way
(ROW), adopting multi circuit towers and state of the art technology in transmission
etc.
Sustainable Development-
Striving to be a responsible corporate citizen, NHPC tries to find a balance between the
often-competing demands of the technical, economical, and environmental commitments. The
corporation is committed to protecting and enhancing the natural environment in all its
operations as far as possible and aims to go beyond mere compliance with environmental
legislations. NHPCendeavours to achieve sustainable development through five interlinked
themes: Stakeholders, Environment, Networks, Statistics and Employees. The importance of
sustainable development is understood by the corporation and embedded its imperatives in all
its activities to ensure that the efforts to promote sustainable development are successful.
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NHPC is the first Power Utility in the World accredited with a Publicly Available Specification, PAS
99:2012 based Integrated Management System (IMS) that includes ISO 9001:2015 (Quality
Management System), ISO 14001:2015 (Environment Management System) and OHSAS
18001:2007 (Occupational Health & Safety Management System). The Company is also certified
with Social Accountability Standards SA 8000:2014 for its human resource and labor
management policies and practices.
Initiatives Towards Conservation of Environment
Avoiding ecologically sensitive areas while routing lines
There has been tremendous reduction in forest involvement in commissioning of

transmission lines. For example, forest involvement which was about 6% in 27,000
Circuit Km. of lines till 1998. However, after implementation of ESPP w.e.f. 1998,
diversion of forest area has been reduced to approximately 2.79% taking into
consideration the addition of approximate 148327 Circuit Km. of line during 1998 to
March 2018
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[3.8]
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CHAPTER -4
RECRUITMENT AND SELECTION PRACTICES

AT NHPC
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4.1 RECRUITMENT POLICY AND PROCEDURES
PREAMBLE-
NHPC subscribes to the belief that efficiency, effectiveness and
success of the organisation depends largely on the skills, abilities andcommitment of the
employees who constitute the most important asset ofthe organisation.
NHPC is, therefore resolved to provide a framework of policies

which will enable the Organisation to attract the right talent for the jobs and make it available
at the right time and in right number with theultimate objective of ensuring optimum and
effective utilisation of thehuman resources in a climate of satisfaction, development and
growth.
In pursuance of the above objectives and consistent with the Company’s

social and national obligations, NHPC hereby makes the following policy statement to be called
NHPC RECRUITMENT POLICY AND PROCEDURES to govern, regulate and generally facilitate
recruitment of personnel in the Offices and Establishments of the company.
PRELIMINARY-
The policy statement and the rules and procedure made

hereunder will be applicable to recruitment and selection of employees of all
classes and categories irrespective of whether they are against regular,
temporary,
casual, or trainee posts, unless specifically stated otherwise.
Classification of employees into regular, temporary, casual

and trainee for the purpose of this policy will be the same as defined in the
Company’s Service Rules.
MANPOWER PLANNING AND BUDGETING-
In all Regions and Sub-Stations of the Company, before the end of

August every year, each Department will review of adequacy or otherwise of the available
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manpower with reference to the tasks and targets and determine any additional requirements
of manpower in qualitative and quantitative terms for the immediately following financial
year.
Based on the requirements of additional manpower of theindividual departments,

the detailed manpower plan for the financial year will be prepared jointly by the Planning and
Human Resource Departments for the Regions as a whole giving specific details of each new
post other than casual posts and justification therefore and this manpower plan containing
details ofexpenditure involved will form a part of the overall manpower Budget of the Region.
manpower Budget of the Region.
The requirement of casual and other contingent staff will not form a part of the Manpower
Budget as the same will be shown only in terms of estimate of expenditure to be incurred in
respect thereof as a part of the Works Budget.
Annual manpower including the additional manpower requirements along

with all relevant details and estimated cost involved for all the Regions/Projects will be
consolidated into an integrated Company Manpower Plan which will form a part of the Annual
Budget to be submitted for approval of the Board of Directors.
On approval by the Board, these manpower plans will constitute sanction

for creation of posts including posts of trainees and form the general
basis of recruitment during the financial year.
CREATION OF POSTS-
Notwithstanding the Board’s overall sanction for the creation of posts as above, specific
sanction for each new post from the competent authoritywill be necessary before initiation of
action for filling the posts and the competent authority will issue the necessary sanction
depending on the requirements from time to time during the year within the approved
budget sanction and manpower plans subject, however, to the policies and directives that may
be issued by the Board of Directors and/or Chairman and Managing Director, as the case may
be.
For the purpose of according sanction to the creation of regular, trainee and temporary posts in
different categories within the approved budgetprovisions and approving appointments to such
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posts, the competent authorities as provided under Delegation of Power to be referred and
hereinafter referred to as the Appointing Authority.
Authorities competent to approve appointments to the posts created within the manpower
budget provisions will be as per Delegation of power.While the authority competent to
sanction creation of posts will have the flexibility to re-appropriate posts as between various
functions under her control subject to over all provisions in the budget, no non-executive
postshall be created unless such post is included in the approved budget and manpower plans
except with the prior approval of the Chairman & Managing Director who may accord the
necessary approval only in exceptional cases. Proposals for creation of such posts not covered
by the annual manpower plan will be accompanied by full justifications and explanation of
reasons and circumstances due to which the necessary provision could not be made at the time
of formulating the annual manpowerplan.
4.2 JOB TITLE,JOB SPECIFICATION,ROLE OUTLINE AND PAY SCALES-
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 therole and responsibilities will be laid down in respect of each job title
alongwith the pay scale or consolidated daily/monthly wage rate in which theposts in the
category will be operated.
To ensure uniformity and consistency, such job titles, job specifications and role outlines
together with the pay scales applicable in respect of all categories of posts will be issued by the
Corporate Centre from time to time with the approval of the Chairman and Managing Director.
No appointment shall be made to any post in the Company unless the person fulfils 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, OBC(NCL), Physically Handicapped, Ex-
servicemen and other special categories.Provided, however, that in special and exceptional
cases appointmentsmay be made subject to the approval of the Chairman & Managing Director
in relaxation of the prescribed specifications where the Appointing Authority is satisfied that
such relaxation is essential in the interest of the Company.
INDCTION LEVEL-
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Keeping in view the need for induction of experienced personnel during the
formative stage of a new organization, recruitments in NHPC during the initial years may take
place at levels of the organizational hierarchy but while manning the positions it should be
ensured as far as possible that the number inducted in higher grades within a cadre is
proportionately smaller than the number inducted in the lower grades.
At the appropriate stage of the growth of the organization, recruitments will be

restricted by and large to the induction levels as specified in Schedule I, so as to ensure that
prospects of career growth of existing employees are in no way impaired.
Infusion of new blood to the executive and supervisory cadres will be through
the Executive Trainee and Supervisory Trainee Schemes under which training based on specific
requirements of the company will be imparted to the fresh professional graduates and diploma
holders to be recruited annual basis.
AGENCIES FOR RECRUITMENT-
All recruitment to the executive cadres inclusive of Executive Trainees for all Sub-
Station and Regions of the company will be centralized in the Corporate Centre and dealt with
by the Corporate Human Resource Department.
In respect of all non-executive personnel, recruitment and trainingwherever

necessary, will be done/ provided by Human ResourceDepartment of the concerned region.
4.3 SOURCES AND MODELS OF RECRUITMENT-
For recruitment of professional personnel in Company’s executive cadreincluding executive

trainees, selection will be made on an all-India basis and for this purpose, the posts to be filled
will be duly notified through press advertisements and Company Notice Boards and/or through
circulars issued to Government Departments and Public Sector Undertakings where suitable
candidates of the required expertise are expected to be available.
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In respect of recruitment to non-executive posts of the levels of W7/S1
and below, all vacancies will be notified to the Employment Exchanges inters of Employment
Exchanges (Compulsory Notification of Vacancies)Act, 1959.Provided that notifications for
recruitment of reserved vacancies will also be issued to Associations concerned, copies of
notification may also be sent simultaneously to the Central Employment Exchange and other
employment exchanges in the neighboring districts within the State and Government and Semi-
Government Organizations and/or the positions may be advertised in the local press subject,
however, to the condition that all things being equal, preference will be given to suitable
candidates sponsored by the concerned Employment Exchange.
In respect of recruitment to non-executive posts of the levels S2 & above

recruitment will be made from all the states within the Regions where the Sub-Station
/Establishment is located and the states neighboring such region and for this purpose
notification for filling the vacancies will be issued in the newspapers and also to the
employment exchanges of the Regions though the Central Employment Exchange, Government
Industrial Training Institutes and Polytechnics, in addition to the Notice Board in the company’s
premises.
Provided that recruitment may be made to such posts from outside the
Region where the appointing authority is satisfied that suitable candidatesin adequate number
may not be available within the region. Provided that to facilitate recruitment to the reserved
vacancies, copies of such notifications will also be issued to the various agencies and
associations as stated above.
In addition to the above, induction of executive and specialist non-executive personnel may be
made as deemed necessary and appropriateby the authority competent to create the posts
from one or more of thefollowing sources :
(a) Deputation from Central/State Government/Electricity Boards and Public

Sector Organizations where suitable personnel on terms offered by the Company may not be
available at the right time from other sources where the time and cost involved in processing
recruitments through open advertisements may not be justified in view of the number or
nature of posts to be filled.
(b) Campus interview and recruitment of Executive Trainees at E2 level from
Reputed Engineering Institutions and of Officers at E2A level from reputed Management
Institutions.
(c) Candidates located through personal contacts and talent survey, only in
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Respect of posts requiring specialist knowledge and expertise and/or exceptional qualification
and merit subject to approval by the Chairmanand managing Director.
4.4TO FILL JOB OPENING BY SELECTION FROM WITHIN
The internal candidates who fulfil all eligibility requirements may be considered along with
other candidates.
Provided, however, that they should not have been considered for a
similar position in any of the Departments/Units of the Company and found unsuitable in the
course of one year proceeding the time of the current recruitment.
For being considered for selection from within the organisation on the
basis of internal circulars for a job opening in a particular grade, employees in the next lower
grade only are eligible. Provided that he/she must have served for a minimum of two years in
her existing grade in NHPC as required under the Service Rules.
However, for induction level recruitment, selections based on

Employment Exchange notification and/or open advertisement, the fulfilment of Service Rules
condition of putting in two years of service in the existing grade will not be necessary. It will
also not be necessary that the post applied for must always be in the next higher grade. The
selections against induction level posts as given in schedule VI in respect of departmental
candidates may be considered, provided the candidates meet the minimum qualification and
other requirements for the notified/advertised post.
Subject to fulfillment of minimum eligibility requirements and other

prescribed criteria, directly recruited regular employees including deputationists will be
considered eligible for selection to a post in open competition with external candidates.
Applications of all internal candidates will be forwarded to the Human

Resource Department by the Head of the Department who should give in her forwarding
statement :
(a) Comments on the suitability of the candidates for the post applied for
(b) Assessment of the performance of the candidate.
(c) Remarks whether or not candidate can be released in case he is selected, without
detriment to the job currently being handled by him.
54 | P a g e
Preference for Candidates Belonging to Scheduled Castes/Scheduled
Tribes/Ex-Servicemen Displaced Persons etc.
Towards the fulfillment of the Company’s social and national obligations,

it will always be NHPCendeavor to provide gainful employmenton a preferential basis to the
members of the economically backwardclasses, ex-servicemen, persons uprooted from the
project areas andother unfortunate sections of the society and for this purpose the
directives of the Government concerning reservation of vacancies andVolume-I Recruitment
Policy and Procedures 7special concession to be allowed to such candidates will be most
strictlyand conscientiously adhered to. Details of the directives currently in forceare given in
Schedule II.
4.5 APPLICATION FORMATION-
No appointment other than appointments on deputation will be made in

the company except on the basis of an application giving details and particulars as may be
prescribed from time to time.
While as a rule, for all recruitments, applications should be in the forms

prescribed for different categories from time to time as far as possible,applications or plain
paper may also be resorted to wherever necessary keeping in view the urgency for manning
the post and the lead time involved.
Unless specifically exempted by the appointing authority, all applications

for job position in the Company will be accompanied by a postal order of the value of Rs. 400/-
for Executive Trainees and other Executive posts, Rs 200/- for Supervisory posts and Rs 100/-
for other Non-executive posts other than those covered by the Employment Exchanges
(Compulsory Notification of Vacancies) Act, 1959. Provided that candidates belonging to
physically disabled category, Scheduled Castes and Scheduled Tribes and Ex-servicemen will be
exempted from the payment of application fee, regardless of the post being reserved for them
In the case of all recruitment based on open advertisement and public

notifications, there will be a last date for the receipt of applications, after which no application
will be entertained for the posts advertised except with the approval of the appointing
authority who may permit applications to be entertained after the expiry of the last date in
special cases if he is satisfied that there is good and sufficient cause and justification for such
relaxation.
55 | P a g e
4.6FORWARDING OF APPLICATION OF CANDIDATES FROM
GOVERNMENT AND PUBLIC UNDERTAKING-
Consistent with the guidelines issued by the Department of Public

Enterprises vide DPE’S MEMO NO. 2(172)/71-BPE(GM) DATED AUGUST 18, 1971, NHPC will
accept applications only if they are forwarded through proper channels in respect of persons
employed in the Central and State Governments and in those Public Undertakings whose rules
provide for carry forward of gratuity, leave, provident fund and other
benefits of transfer on movement to another organisation in the public sector with the consent
of both the organisations concerned.
Provided, however, that applications from candidates from public

undertakings referred to above may be accepted without being forwarded through proper
channels if the candidate submits a declaration along with the application stating that if
selected for appointment in NHPC on terms acceptable to him :
 he will be agreeable to forego the benefits of carry forward of leave, gratuity etc.; and
 he will be able to produce a ‘No Objection Certificate’ and secure due release from her
present organisation within the stipulated notice period.
In respect of candidates from public undertakings who despite and
aforementioned guidelines from DPE, do not provide for carry forward of leave, gratuity and
other benefits even in respect of persons whose applications are forwarded through proper
channel, applications may be entertained directly as in the cases of candidates from private
sector organisations and the requirement of proper channel will not apply.
Applications submitted through proper channel may be processed on thebasis of advance
copies but the candidate, if and when called for interview, must submit a ‘No Objection
Certificate’ from her present employer which must also state that he will be relieved in the
event of herselection for appointment in NHPC.
In respect of candidates from Government and Public SectorOrganizations who apply through
proper channel, Human Resource Department will obtain copies of the annual appraisal reports
or their abstracts in NHPC’s reference check forms which will be placed before the Selection
Board during or after interview but before the
finalization of the panel of selected candidates.
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4.7 REQUISITION FOR MANPOWER-
The respective departments will forward their manpower requirements inprescribed

requisition forms to the Human Resource Department throughthe respective Appointing
Authority competent to sanction creation ofposts indicating therein the last dates by which
placement of personnel isdesired for different posts keeping in view the normal lead time
forrecruitment.
The requirements will be examined with reference to the sanctioned

Manpower in the budget by the Human Resource Department who, before proceeding with
recruitment, will verify whether the post/posts can
be filled.
(a) out of acceptable transfer requests pending, if any.
(b) recommended inter-functional adjustments of posts.
(c) Record of surplus staff (internal) suitable for deployment.
(d) Executive trainees, supervisory trainees and other trainees apprentices
whose completion of training coincides with the requirements.
4.8 PROCESSING OF APPLICATIONS-
All applications received against a specific notification/advertisement will be

subject to a preliminary scrutiny by the Human Resource Department who will
ensure that :
(a) Applications are duly completed and accompanied by the prescribed
application fees and where received within permitted time.
(b) Age of the applicant is within the prescribed limit.
(c) Qualifications and experience of the candidates conform to those
prescribed.
(d) Applications have been submitted ‘Through Proper Channel’
wherever required.
(e) In the case of candidates from Scheduled Castes and Scheduled
Tribes,OBC(NCL),Physically Handicapped, Ex-Servicemen etc. application is
accompanied by a certificate to that effect from the competent authority.
57 | P a g e
The applications that fulfill the prescribed requirements after
preliminaryscrutiny as above will be 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 will forward 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.
While the applications will be screened at the appropriate executive

level
Depending upon the grade of the post to be filed, it is advisable for the Head of
the Department concerned to ensure as far as practicable that the scrutiny is
carried out by an Officer of the Department who will be participating in the
selection process as the expert member in the Selection Board representing the
Department.
After the applications are finally screened, Human Resource Department

will prepare a final list of eligible based on the criteria determined in the course
of earlier scrutiny and other relevant factors keeping in view the reserved
vacancies and the special relaxation for candidates belonging to Scheduled Castes
and Scheduled Tribes etc. and this short list after approval by the appointing
authority or the officer to whom powers in this behalf are delegated will form the
basis for candidates being called for selection test and\or interview.
4.9 SELECTION PROCESS AND CONSTITUTION OF SELECTION BOARD
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Various selection methods like trade tests, written tests, group discussions etc. may be
employed depending on the requirements of the job for which selection is being made and for
this purpose, the Human Resource Department in association with the concerned Department,
wherever necessary will evolve and prescribe methods of selection in all
Units for similar jobs.
All direct appointments to every post in the company, whether regular,

temporary, trainee or casual, except appointments on deputation from Government
organizations and public sector undertakings, will be made only on recommendation of a duly
constituted Selection Board/Committee.
All appointments to the executive and managerial cadres of the Company

including Executive Trainees will be made on the recommendations of the NHPC Central
Selection Board, Guidelines for the constitution of which are given in Schedule-III.
All appointments to posts in various non-executive categories including

Supervisor Trainees and other Trainees/Apprentices will be made on the basis of
recommendations of Selection Boards/Committees constituted for the purpose, which must
include representatives from the following sources at the appropriate executive level
depending on the posts :
(a) Concerned Department/Function.
(b) Human Resource Department.
(c) District/Local Administration at appropriate level but not below the rank of
Deputy Collector/Sub-Divisional Officer/Magistrate.
(d) SC/ST Representative/ Minority Representative.
(e) Corporate Representative in case the Selection Committee has been
constituted at Regional Level.
(f) A senior Retired Civil Servant.
The Selection Boards/Committees will be constituted by the Human
Resource Department in each case with the approval of the Appointing Authority.
Honorarium and reimbursement of boarding and lodging expenses may be made to Members
of the Selection Board/Committee from outside the organisation as per rates and rules in this
regard laid down by Corporate Centre from time to time.
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4.10INTERVIEWS AND ROLES OF SELECTION BOARDS-
The candidates included in the shortlist of rated applications referred to inclause 13.5 above
will be called upon to undergo a prescribed selection
process which may consist of :
(a) an interview before the Selection Board,
or
(b) a test and/or group discussion followed by an interview of all candidates before the
selection board,
or
(c) an elimination test and/or group discussion followed by an interview before the Selection
Board of only those who qualify in the test and/or group discussion.
All candidates called for interview who come from places beyond a distance of 30 km will be
reimbursed actual expenses incurred on travel to and from the place of interview on
production of money receipt or any other supporting documentary evidence in respect of the
onward journey, limited to :
Return air-fare (Economy) by the shortest -For all executive posts in the level of DGM
route and above
I class/II class AC sleeper return rail fare by the -For executive posts in the level of E2A and
shortest route above
Sleeper class return rail fare by the shortest -For executive post in the E2 level including
route Executive Trainees, all Non-executive posts
including supervisor and other trainees under
company training scheme
The shortest route for this purpose will be from the place to which the
interview call letter was mailed to the appointed place of interview.
The call letters to the candidates for appearing for interview before the
Selection Board, to be issued by registered post or under certificate ofposting, not later than
ten clear days before the date of interview should,inter alia state clearly the post and the
grade/grades for which thecandidate will be considered and other formalities that he will be
requiredto comply with prior to the interview.
In the case of recruitment for vacancies reserved exclusively for the
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Scheduled Castes and Schedule Tribes, separate interviews exclusivelyfor candidates belonging
to these communities will be held before theSelection Board which should include, whenever
possible, a membernominated by the Commissioner of Scheduled Castes and ScheduledTribes
or a Manager of the Corporation belonging to any of thesecommunities as required under the
Presidential directives issued in this
regard.
Human Resource Department will make available to the members of the

Selection Board the following documents and particulars regarding the candidates called for
interview :
(a) A copy of the advertisement/notification together with the specific requirements and duties
and responsibilities of the posts.
(b) Bio-data of each candidate.
(c) Applications in original.
(d) Appraisal reports and comments of forwarding authority in the case of internal candidates.
(e) Special information, if any, relevant to Selection regarding any candidate.
Apart from participating generally in the selection process, the representative of the Human
Resource Department in the Selection Board will have the following specific responsibilities :
(a) At the commencement of the proceedings of the Selection Board, he will brief the members
generally on the specific requirements, responsibilities and remuneration for each post,
approximate number of suitable candidates to be selected and empanelled for immediate and
further requirements and any other matter relating to the Selection.
(b) While the specialist/technical members of the Selection Board will be primarily concerned
with the suitability of the candidates in terms of knowledge, skill expertise and technical and
professional competence, it will be the primary responsibility of the HR representative to call
the
attention of the Board to the attitudinal, motivational and personality aspects relevant to the
job requirements.
(c) He will ensure consistency in the selection standards, starting salaries, status and seniority
keeping in view the existing position within the organisation and comparative position
prevailing generally in the open market and particularly in the similar organisations in the
Government and
public sector.
(d) He will assist the Board in the negotiation of the terms including starting salary, grade
seniority, status, time allowed for joining etc. and furnish relevant information regarding
61 | P a g e
allowances, benefits, amenities, career prospects, service rules and other allied matters, if and
when asked for by any candidate.
(e) At the end of each interview, he will review and seek feedback onavailability/non availability
of adequate number of proper kind of candidates for the particular job and the need for
development and training of such personnel internally.
Keeping in view the qualifications, experience, results of tests/group

discussion, if any, and other relevant facts vis-à-vis the specific requirements of the posts and
on the basis of the standards of technical skill, professional competence and overall personality
factors as assessed from the candidates performance in the interview, the Selection Board will
assign a final percentage marks to each candidate considered suitable.
Provided that when two or more candidates secure equal marks they will
be empanelled in the chronological order of their dates of birth, the oldest being placed first
among them. Provided also that in respect of the reserved vacancies, the Board will draw up
and recommend a separate panel of names of suitable candidates belonging to Physically
Handicapped, OBC(NCL), Scheduled Castes and Scheduled Tribes.
While making its recommendations of names of suitable candidates, the

Selection Board may make special mention of the following wherever appropriate :
(a) The amount of starting basic salary in cases where pay is to be fixed above the minimum of
the grade.
(b) Any remarks regarding accelerated promotion to the next higher grade subject to
satisfactory performance in exceptional cases of candidates who are too senior to start afresh
in the grade to which they are selected but not senior enough for selection to the higher grade
for reasons of internal company policy.
(c) Area/areas of specification and strength where the candidate would be best suited.
(d) Any other recommendation/remark considered relevant and necessary inrespect of any
candidate.
4.11 Operation of Panel of Selected Candidates
The panel of candidates in order of merit as prepared by the Human

Resource Department, on approval by the Appointing Authority, will form the basis for issue of
offers of appointment.
The functional panel of selected candidates will normally remain valid and operative for a
period of six months from the date of approval and on expiry of this period it will cease to
62 | P a g e
operate unless decided otherwise by the appointing authority for reasons to be recorded in
writing.
Based on the panel as recommended by the Selection Board, Human Resource Department
will issue offers of appointment to one or more candidates in the order given in the panel
depending on the number of posts as sanctioned by the appointing authority from time to
time.
Where there is a separate panel of selected candidates from the OBC(NCL), Scheduled Castes
and Scheduled Tribes in respect of vacancies exclusively reserved for them, the model roster
prescribed by the Government (see Schedule IV Appendix I & II) will be followed while making
offers of appointment.
Offers of Appointment
Human Resource Department will issue the offers of appointment in the

prescribed form in duplicate and the contract of appointment will be complete on receipt of
the letter of acceptance along with the copy of offer duly signed by the candidate.
Based on the length of notice period, for release from the presentemployment as indicated in
the application form or during interview and depending on the urgency of filling the vacant
post, the offer of appointment will state the last date by which the candidate must join the
Company failing which the offer of appointment will be deemed to have been withdrawn
unless an extension of the last date has been granted by the appointing authority prior to the
expiry of the joining time as indicated in the offer of appointment.
Medical Fitness
Nobody will be appointed to any post in the Company whether regular,
temporary, trainee or casual unless he is declared physically fit as per the medical fitness
standards prescribed for the post after a medical examination by the Company’s
authorisedmedical officer/officers at the time of appointment in the Company’s service.
Notwithstanding the above, internal candidates and candidates joining
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NHPC from the organisations in the Government and PublicSector who have been examined
and declared fit at the time of their initial appointment in the Government or Public Sector as
the case may be provided they furnish a certificate a declaration to that effect.
Joining Formalities
Employees on the first appointment to the Company’s service will furnishto the Human
Resource Department copies of documents and other details and particulars as given in
Schedule V.
In case of recruitment to executive and supervisory posts, prescribed

application blanks will include a column for the candidates to give names of two references to
whom in the event of selection of the candidate, reference will be made in the prescribed form
for eliciting their view andopinions on the suitability of the candidate for employment in the
Company.
On appointment of a person in the company, the District authorities

concerned will be requested to verify and report on the antecedents of the person in the
prescribed attestation form in terms of directives issued by the Government from time to time
in this regard.
Provided, however that such verification of antecedents may not be

insisted upon in the case of persons employed in the Government/Semi Government
Organizations and Public Sector Undertakings immediately prior to the appointment in NHPC
subject to be condition that inthe case of persons coming from Semi-Government
Organizations and Public Sector Undertakings, satisfactory evidence is made available in
support of the fact that due verification of antecedents was made at the time of their
appointment to the Semi-Government Organisation or Public Sector Undertaking, as the case
may be.
Interpretation and Amendments
In the case of any doubts arising with regard to any of the provisions in
the Recruitment Policy and Procedures and in the cases not covered by
these rules, final authority of interpretation will vest in the Chairman and
Managing Director whose will be final.
64 | P a g e
4.12SEHEDULE-1
INDUCTION LEVELS
Category Levels
Non Executive
Unskilled Group W-0
Semi-Skilled W-3
Skilled Group & Equivalent and clerical staff W-4
Supervisor & equivalent categories S-1
Executives
Executives Trainee E-2
Executive(officer/Engineer) E2A
SCHEDULE-II
CONCESSIONS TO CANDIDATES BELONGING TO THE SCHEDULED

CASTES /TRIBES/OBC’S
1. Reservation of posts, as per the rosters prescribed by the Government.

(i) Direct recruitment on All-India basis.
a) By open competition (i.e. through UPSC or by means of open competitive test held by any
authority) Scheduled Castes 15%, Scheduled Tribes 7 1⁄2%, OBCs – 27% - As per the roster given
in Appendix-I.
b) Otherwise than by open competition – Scheduled Castes – 16 2/3%,Scheduled Tribes – 7
1⁄2%, OBC’S – 27% - As per roster given in Appendix-II.
c) However, it must be ensured that the reservations provided to SC/ST/OBCs put together do
not exceed 50% of vacancies arising.
(ii) Direct recruitment made on local/regional basis – As in the roster given in Appendix-II.
2. The upper age limit will be enhanced by 5 years in case of all cadres/groups in respect of
SC/ST candidates and 3 years in case of OBCs.
3. Though the level of qualifications shall not be lowered, the degree of attainment in these
qualifications shall be relaxed; e.g. if the prescribed standard is a first class degree, it will be
relaxed to a degree. This shall however be applicable only to candidates belonging to SC/ST
categories.
4. The experience will be relaxed by;
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- A maximum of one year if prescribed experience is 3-5 years.
- A maximum of two years if prescribed experience is 6-10 years.
Under no circumstances will the units exceed these limitations provided the Chairman and
Managing Director direct to alter these limitations depending on whether or not the
possibilities of fulfilling obligations in this regard are remote. This relaxation shall be applicable
only to candidate belonging to SC/ST categories.
5. SC/ST candidates shall be exempted from payment of application fees.
Concessions to Persons Displaced from the areas acquired for the project :
In lower scales preference should be given to persons displaced as a

result of setting up new units, particularly in backward and tribal areas especially to SC/ST.
Reservations of Posts for Ex-Servicemen and Dependents of those
Reservations of Posts for Ex-Servicemen and Dependents of those killed in Action:

Reservation of vacancies: For direct recruitment 14 1⁄2% of the vacancies in each of the
categories of class III posts and 24 1⁄2 of vacancies in each of the categories of Group-C and
Group-D posts respectively. Relaxation regarding age limits and educational qualifications will
be as per the directives of the Government.
SCHEDULE-III
NHPC Central Selection Board will be set up

With the following constitution
One member from amongst persons of eminence and integrity with

a
suitable background in selection of personnel such as retired members of UPSC or
former Chief Executive/Heads of reputed organizations. He could be appointed
on a part-time but continuing basis as Consultant or on a fee-and-expenses basis.
Chairman and Managing Director or any of her nominees from amongst officers in
senior most managerial cadres in the Corporate Office.
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General Manager, Head of the Unit or Region concerned or in the case
of Corporate Office, Head of the Region concerned.
Not less than a specialist Adviser in the concerned specialization

whether from within or outside the Corporation.
Representative of Human Resource Department. Chairman of the

Board will be the member from (a) above or in her absence in special case
Chairman of the Corporation or any of her nominees not below the rank of
Deputy General Manager.
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ANNEXURE-1
4.13SCHEDULE-IV
Model Roster for Posts filled by Direct Recruitment on All-India basis by open
Competition
1 Schedule Caste 42 Unreserved 83 Other backward class

2 Unreserved 43 Other backward class 84 unreserved
3 Schedule Tribe 44 Unreserved 85 Schedule tribe
4 Unreserved 45 Schedule tribe 86 Unreserved
5 Other backward class 46 Unreserved 87 Other backward class
6 Unreserved 47 Other back ward 88 Unreserved
class
7 Schedule Caste 48 Unreserved class 89 Schedule caste
8 Unreserved 49 Schedule class 90 Unreserved
9 Other back ward class 50 Unreserved 91 Other backward class
10 unreserved 51 Other backward clas 92 Unreserved
11 Other backward class 52 Unreserved 93 Schedule caste
12 Unreserved 53 Schedule caste 94 Unreserved
13 Schedule caste 54 Unreserved 95 Other backward class
class
15 Other back ward class 56 Unreserved 97 Schedule tribe
16 Unreserved 57 Schedule tribe 98 Unreserved
class
19 Other backward class 60 Unreserved 101 Schedule caste
20 Unreserved 61 Schedule Caste 102 Unreserved
class
23 Other backward class 64 Unreserved 105 Other backward class
class
25 Other back ward class 66 Unreserved 107 Schedule caste
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26 Unreserved 67 Schedule caste 108 Unreserved
27 Schedule caste 68 Unreserved 108 Unreserved
28 Unreserved 69 Other backward class 109 Other backward class
29 Other backward class 70 Unreserved 110 Unreserved
30 Unreserved 71 Schedule tribe 111 Schedule tribe
31 Schedule tribe 72 Unreserved 112 Unreserved
32 Unreserved 73 Other backward class 113 Otherback ward class
33 Other backward class 74 Unreserved 114 Unreserved
34 Unreserved 75 Other backward class 115 Schedule caste
35 Schedule caste 76 Unreserved 116 Unreserved
36 Unreserved 77 Schedule caste 117 Otherbackward class
37 Other back ward class 78 Unreserved 118 Unreserved
38 Unreserved 79 Other back ward 119 Other backward class
class
39 Other back ward class 80 Unreserved 120 Unreserved
40 Unreserved 81 Schedule caste 121 Schedule caste
41 Schedule caste 82 unreserved 122 Unreserved
123 Other backward class 149 Other backward class 175 Otherback ward class
124 Unreserved 150 Unreserved 176 Unreserved
125 Schedule tribe 151 Schedule tribe 177 Schedule tribe
127 Other back ward class 153 Other backward class 179 Other backward class
129 Schedule caste 155 Schedule caste 181 Schedule caste
131 Other back ward class 157 Other backward class 183 Otherbackward class
133 Schedule caste 159 Other backward class 185 Other backward class
135 Other back ward class 161 Schedule caste 187 Schedule caste
137 Schedule tribe 163 Other back ward 189 Otherebackwardclass
class
139 Other backward class 165 Schedule tribe 191 Schedule tribe
141 Schedule caste 167 Other backward class 193 Other backwardclass
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143 Other backward class 169 Schedule caste 195 Schedule caste
145 Other backward class 171 Other backward class 197 Otherbackward class
146 unreserved 172 Unreserved 198 Unreserved
147 Schedule caste 173 Schedule caste 199 Unreserved
148 unreserved 174 unreserved 200 Unreserved
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ANNEXURE-2
4.14 SCHEDULE-IV
Model Roster for Post filled by Direct Recruitment on All India Basis
Otherwise than by open competition
1 SC 3 SC 61 OBC 91 OBC
1
2 Unreserved 3 Unreserved 62 Unreserved 92 Unreserved
2
3 ST 3 OBC 63 OBC 93 SC
3
4
5 OBC 3 OBC 65 SC 95 OBC
5
6
7 SC 3 SC 67 OBC 97 ST
7
8
9 OBC 3 OBC 69 ST 99 SC
9
0 0
11 OBC 4 SC 71 SC 10 OBC
1 1
2 2
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13 SC 4 ST 73 OBC 10 OBC
3 3
4 4
15 OBC 4 OBC 75 OBC 10 SC
5 5
6 6
17 ST 4 SC 77 SC 10 OBC
7 7
8 8
19 SC 4 OBC 79 OBC 10 ST
9 9
0 0
21 OBC 5 OBC 81 SC 11 SC
1 1
2 2
23 OBC 5 SC 83 ST 11 OBC
3 3
4 4
25 SC 5 OBC 85 OBC 11 OBC
5 5
6 6
27 OBC 5 ST 87 SC 11 OBC
7 7
8 8
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29 ST 5 SC 89 OBC 11 OBC
9 9
0 0
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ANNEXURE-3
SCHEDULE-IV
[4.15]
Model rosters showing the points to be reserved for SCs,STs&OBC in a 100

‘point’ roster where recruitment in made on a local or regional basis
SL NAME OF THE STATE\UY ACTUAL POINTS TO BE RESERVED

NO
(1) (2) (3)
1. Andhra Pradesh SC 1,7,13,19,25,31,37,43,49,55,63,69,77,83,89
15 SC/6 ST/27 OBC
ST 3,23,39,59,79,95(6) Points
OBC 5, 9, 11, 15, 17, 21, 27, 29, 33, 35, 41,
45, 47, 51, 53, 57, 61, 65, 67, 71, 73,
75, 81, 85, 87, 91, 93(27) Points
2. Arunanchal Pradesh SC 4 (1) Point
3 Assam SC 3, 19, 33, 53, 73, 89 (6) Points

6 SC / 11 ST/ 27 OBC
ST 3, 19, 33, 53, 73, 89 (6) Points
OBC 1, 9, 21, 29, 39, 49, 57, 67, 75, 85, 93
(11) Points
4. Bihar SC 1, 7, 13, 19, 27, 33, 39, 43, 51, 57, 63,
15 SC/9 ST/26 OBC 69, 77, 83, 89 (15) Points
ST 3, 15, 25, 37, 47, 59, 67, 79, 93 (9)
Points
OBC 5, 9, 11, 17, 21, 23, 29, 31, 35, 41, 45,
49, 53, 61, 65, 71, 73, 75, 81, 85, 87,
91, 95, 97,99 (26) Points
5. Gujarat SC 3, 17, 31, 45, 59, 73, 87 (7) Points
7 SC/14 ST/ 27 OBC
ST 1, 7, 15, 21, 29, 35, 43, 49, 57, 63, 71,
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77, 85, 91 (14) Points
OBC 5, 9, 11, 13, 19, 23, 25, 27, 33,37, 39,41, 47,
51, 53, 55, 61, 65, 67, 69, 75,
79, 81, 83, 89, 93, 95 (27) Points
6. Haryana SC 1, 5, 11, 15, 21, 25, 31, 35, 41, 45, 51,
19 SC/ Nil ST/ 27 OBC 55, 61, 65, 71, 75, 81, 85, 91 (19)
Points
ST NIL
OBC 3, 7, 9, 13, 17, 19, 23, 27, 29, 33,37,
39, 47, 49, 53, 57, 59, 63, 67,69, 73,
77, 79, 83, 87, 89, 93 (27) Points
7. Himachal Pradesh SC 1, 5, 9, 13, 17, 21, 25, 29, 33, 37, 41,
25 SC/ 5 ST/ 20 OBC 45, 49, 53, 57, 61, 65, 69, 73, 77, 81,
85, 89, 93, 97 (25) Points
ST 3, 23, 43, 63, 83 (5) Points
OBC 7, 11, 15, 19, 27, 31, 35, 39, 47, 51,
55, 59, 67, 71, 75, 79, 87, 91, 95, 99
(20) Points
8. Loktak, Manipur& Kashmir SC 8, 15, 27, 37, 47, 59, 69, 83, 93 (9)
9 SC/ 13 ST / 27 OBC Points
ST 1, 9, 17, 25, 33, 41, 49, 57, 65, 73, 81,
89, 97 (13) Points
OBC 5, 7, 11, 13, 19, 21, 23, 29, 31, 35, 39,
43, 45, 51, 53, 55, 61, 63, 67, 71, 75,
79, 85, 87, 91, 95, 99 (27) Points
9. Karnataka SC 1, 7, 13, 19, 27, 33, 39, 45, 51, 57, 63,
15 SC / 5 ST / 27 OBC 69, 77, 83, 89 (15) Points
ST 3, 29, 53, 79, 93 (5) Points
OBC 5, 9, 11, 15, 17, 21, 25, 31, 35, 37, 41,
43, 47, 55, 59, 61, 65, 67, 71, 73, 75,
81, 85, 87, 91, 95, 99 (27) Points
10. Kerala SC 1, 9, 19, 29, 39, 49, 59, 69, 79, 89
10 SC / 1 ST / 27 OBC (10) Points
ST 3 (1) Point
OBC 5, 7, 11, 15, 17, 21, 23, 27, 31, 35, 37,
41, 45, 47, 51, 55, 57, 61, 65, 71, 73,
77, 81, 85, 91, 95, 99 (27) Points
11. Madhya Pradesh SC 3, 11, 19, 23, 31, 35, 43, 51, 59, 63,
75 | P a g e
14 SC/ 23 ST / 13 OBC 71, 75, 83, 87 (14) Points
ST 1, 5, 9, 13, 17, 21, 25, 29, 33, 37, 41,
45, 49, 53, 57, 61, 65, 69, 73, 77, 81,
85, 89 (23) Points
OBC 7, 15, 27, 39, 47, 55, 67, 79, 91, 93,
95, 97, 99 (13) Points
12 Maharashtra SC 3, 17, 31, 45, 59, 73, 87 (7) Points
7 SC / 9 ST / 27 OBC
ST 1, 11, 23, 33, 43, 55, 67, 79, 91 (9)
Points
OBC 5, 7, 9, 13, 19, 21, 25, 27, 35, 37, 39,
41, 47, 51, 53, 57, 61, 65, 69, 71, 75,
81, 83, 89, 93, 95, 99 (27) Points
13. Manipur SC 3 (1) Point
1 SC / 27 ST / 22 OBC
ST 1, 5, 9, 13, 17, 19, 23, 25, 29, 33, 37,
41, 45, 49, 53, 57, 61, 67, 71, 75, 79,
83, 85, 89, 91, 95, 97 (27) Points
OBC 7, 11, 15, 21, 27, 31, 35, 39, 43, 47,
51, 55, 59, 63, 65, 69, 73, 77, 81, 87,
93, 99 (22) Points
14. Meghalaya SC 3 (1 Point)
1 SC / 44 ST / 5 OBC
ST 1, 5, 9, 11, 13, 15, 17, 19, 21, 23, 27,
29, 31, 33, 35, 37, 39, 41, 45, 47, 49,
51, 53, 55, 59, 61, 63, 65, 67, 69, 71,
73, 77, 79, 81, 83, 85, 87, 89, 91, 93,
95, 97 (44 Points)
OBC 7, 25, 43, 57, 99 (5 Points)
15. Mizoram SC NIL
NIL SC / 45 ST / 5 OBC
ST 1, 3, 7, 9, 11, 13, 15, 17, 19, 21, 23,
25, 27, 29, 31, 33, 35, 37, 39, 41, 43,
45, 47, 49, 51, 55, 59, 61,
OBC 5, 53, 57, 91, 97 (5 Points)
16. Nagaland SC NIL
NIL SC / 45 ST / Nil OBC
ST 1, 4, 7, 10, 12, 14, 16, 18, 20, 22, 24,
76 | P a g e
26, 28, 30, 32, 34, 36, 38, 40, 42, 44,
46, 48, 50, 53, 56, 59, 62, 64, 66, 68,
70, 72, 74, 76, 78, 80, 82, 84, 86, 88,
90, 93, 96, 99 (45 Points)
OBC Nil
17. Orissa SC 3, 11, 19, 23, 31, 35, 43, 51, 59, 63,
15 SC/ 23 ST / 12 OBC 71, 75, 83, 87, 95 (15 Points)
ST 1, 5, 9, 13, 17, 21, 25, 29, 33, 37, 41,
45, 49, 53, 57, 61, 65, 69, 73, 77, 81,
85, 89 (23 Points)
OBC 7, 15, 27, 39, 47, 55, 67, 79, 91, 93,
97, 99 (12 Points).
18. Punjab SC 1, 5, 9, 13, 17, 19, 23, 25, 29, 33, 37,
27 SC / Nil ST / 23 OBC 41, 45, 49, 53, 57, 61, 67, 71, 75, 79,
83, 89, 91, 95, 97 (27) Points
ST NIL
OBC 3, 7, 11, 15, 21, 27, 31, 35, 39, 43, 47,
51, 55, 59, 63, 65, 69, 73, 77, 81, 87,
93, 99 (23 Points)
19. Rajasthan SC 1, 7, 13, 19, 25, 31, 37, 43, 49, 55, 61,
17 SC / 12 ST / 21 OBC 67, 73, 79, 85, 91, 97 (17 Points)
ST 3, 11, 21, 27, 35, 45, 51, 59, 69, 75,
83, 93 (12 Points)
OBC 5, 9, 15, 17, 23, 29, 33, 39, 41, 47, 53,
57, 63, 65, 71, 77, 81, 87, 89, 95, 99
(21 Points)
20. Sikkim SC 3, 23, 41, 59, 77, 93 (6 Points)

6 SC/23 ST/ 21 OBC
ST 1, 5, 9, 13, 17, 21, 27, 31, 35, 39, 45,
49, 53, 57, 61, 65, 69, 75, 79, 83, 87,
91, 95 (23 Points)
OBC 7, 11, 15, 19, 25, 29, 33, 37, 43, 47,
51, 55, 63, 67, 71, 73, 81, 85, 89, 97,
99 (21 Points)
21. Tamil Nadu SC 1, 5, 11, 15, 21, 25, 31, 35, 41, 45, 51,55,
19 SC/ 1 ST/ 27 OBC 61, 65, 71, 75, 81, 85, 91 (19)
Points
77 | P a g e
ST 3 (1 Point)
OBC 7, 9, 13, 17, 23, 27, 29, 33, 37, 43, 47,49,
53, 57, 59, 59, 63, 67, 69, 73, 77,79, 83, 87,
89, 93, 95, 99, (27 Points)
22. Tripura SC 3, 11, 17, 23, 31, 37, 45, 53, 59, 65,
15 SC / 29 ST/ 6 OBC 71, 77, 83, 89, 95 (15 Points)
ST 1, 5, 9, 13, 15, 19, 21, 27, 29, 33, 35,
39, 41, 47, 49, 51, 55, 61, 63, 67, 69,
73, 75, 79, 81, 85, 87, 91, 93 (29
Points)
OBC 7, 25, 43, 57, 97, 99 (6 Points)
23. Uttar Pradesh SC 1, 5, 11, 15, 21, 25, 31, 35, 41, 45, 51,55,
21 SC / 1 ST / 27 OBC 61, 65, 71, 75, 81, 85, 89, 95, 99(21 Points)
ST 3 (1 Point)
OBC 7, 9, 13, 17, 19, 23, 27, 33, 37, 39, 43
47, 49, 53, 57, 59, 63, 67, 69, 73, 77,
79, 83, 87, 91, 93, 97 (27 Points)
24. West Bengal SC 1, 5, 9, 13, 17, 21, 27, 31, 35, 39, 45,
22 SC / 6 ST / 22 OBC 49, 53, 57, 61, 65, 69, 75, 79, 83, 87,
91 (22 Points)
ST 3, 23, 43, 63, 85, 97 (6 Points)
OBC 7, 11, 15, 19, 25, 29, 33, 37, 41, 47,
51, 55, 59, 63, 67, 71, 73, 77, 81, 85,
89, 93, 95 (22 Points)
UNION TERRITORIES
1. Andaman Nicobar Islands SC NIL
Nil SC / 12 ST / 27 OBC
ST 1, 9, 17, 25, 33, 43, 51, 59, 67, 75, 83,93
(12 Points)
OBC 3, 7, 11, 15, 19, 21, 27, 29, 31,35, 39,
45, 47, 53, 55, 61, 65, 69, 71, 77, 79,
81, 85, 89, 95, 97, 99 (27 Points)
2. Chandigarh SC 1, 7, 15, 21, 29, 35, 43, 49, 57, 63, 71,
14 SC/Nil ST / 27 OBC 77, 85, 91 (14 Points).
ST NIL
OBC 3, 5, 9, 13, 17, 19, 23, 27, 31, 33, 37,
41, 45, 47, 51, 53, 59, 61, 67, 73, 79,
81, 87, 89, 93, 95, 99 (27 Points)
78 | P a g e
3. Dadar& Nagar Haveli SC 3, 53 (2) Points
2 SC / 43 ST / 5 OBC
ST 1, 7, 9, 11, 13, 15, 17, 19, 21, 23, 25,
27, 29, 31, 33, 35, 37, 39, 41, 43, 45,
47, 51, 57, 59, 61, 63, 65,67, 69, 71,
73, 75, 77, 79, 81, 83, 85, 87, 89, 91, 93, 97
(43 Points)
OBC 5, 49, 55, 95, 99 (5 Points)
4. Daman & Diu SC 1, 49 (2) Points
2 SC / 1 ST / 27 OBC
ST 3 (1) Point
OBC 5, 9, 11, 15, 17, 21, 25, 29, 35, 39, 43,47,
53, 55, 57, 61, 65, 69, 71, 73, 77,79, 83, 87,
91, 95, 99 (27 Points)
5. Lakshdweep SC NIL
Nil SC / 45 ST/Nil OBC
ST 1, 4, 7, 10, 12, 14, 16, 18, 20, 22, 24,
26, 28, 30, 32, 34, 36, 38, 40, 42, 44,
46, 48, 50, 53, 56, 59, 62, 64, 66, 68,
70, 72, 74, 76, 78, 80,
82, 84, 86, 88, 90, 93, 96, 99 (45
Points)
OBC NIL
6. Pondicherry SC 1, 7, 11, 19, 25, 31, 37, 45, 51, 57, 63,69,
16 SC/Nil ST / 27 OBC 75, 81, 87, 93 (16 Points)
ST NIL
OBC 3, 5, 13, 15, 21, 23, 27, 33, 35, 39, 41,43,
47, 49, 53, 59, 61, 65, 67, 73, 77,79, 85, 89,
91, 95, 99 (27 Points)
N.B :
1. For Goa, the reservation Roster will be the same as is given in respect of the
Union Territory of Daman & Diu.
2. For Delhi, the Rosters as prescribed for recruitment on all India basis is to
be followed.
SC - Scheduled Castes
79 | P a g e
ST - Scheduled Tribes
OBC - Other Backward Classes
80 | P a g e
SCHEDULE – V
JOINING FORMALITIES
In case of appointments to regular scale of pay the employees joining the Organization
will, report to the Human Resource Department of the Unit he is joining and will furnish
the following :
i) Joining report
ii) A written undertaking regarding her:
a) Marital Status
b) Home-town
c) Immovable property
d) Employment of spouse in an embassy or Foreign mission
iii) Medical fitness certificate
iv) Attested copies of bio-data
v) Attested copies of certificates and testimonials
vi) A character certificate from a gazette officer.
vii) Release and pay certificates in case of employees from Government/Public

Sector Undertakings.
viii) Attestation Forms for verification of the antecedents.
Those appointed as Trainees will be required to execute and furnish bonds,

Undertaking to complete the training course and thereafter to serve the Company
for a minimum period as laid down in the bond.
81 | P a g e
4.16SCHEDULE – VI
INDUCTION LEVELS – NON-EXECUTIVES
DESIGNATION GRADE MINIMUN QUALIFICATION AND OTHER

REQUIREMENT
Jr.Assistant W3 Matriculation + 1 year experience + typing test
(30 w.p.m.)
Jr. Technician W3 ITI (Electrical) Pass from a recognized
Technical Board/ Institute.
Steno-typist W4 Higher Secondary + Shorthand (80 w.p.m.)
and typing (40 w.p.m.) tests
Asstt. Gr. IV W4 Graduation + 1 year Experience + typing test
(40 w.p.m.)
Stenographer W5 Graduation + Shorthand (100 w.p.m.) and
typing (40 w.p.m) tests.
Diploma S1 Diploma in Engineering with minimum 70%
Trainee (after training) marks.
Supervisor Tr. S1 Two years (Full- time Course) PG Diploma in
(HR) (after training) Personnel Management / MSW (with PM as a
main subject) with minimum 55% marks.
82 | P a g e
TYPES OF RECRUITMENT AT NHPC[4.17]
CATEGORY OF IF Rectt Done Recttprocess (only against sanctioned
EMPLOYEE vacancies)
Regular Yes  Direct Recruitment of experienced
personnel
Trainee Yes  Direct Recruitment through written
test/CBT on all India & Regional basis
 Direct Recruitment through campus
selection in NER,Sikkim& J&K
Temporary Yes  Direct recruitment on Fixed Tenure
/Contract basis at Regular level
Casual No Rectt on Causal/daily wages basis /badly
worked not done.
The standard recruitment process at NHPC
83 | P a g e
4.17Type of Advertisement/Notification
Window Advertisement
Published in national/regional news paper when recruitment is
through open advertise.
Indicative Advertisement
Published in employment news when vacancy is of executive
charge and is to be advertised on all India bases.
Detailed Advertisement
Published on Career Page of Website when window
advertisement is issued in national/regional media.
Notification to Employment Exchange

Is sent to Directorate of employment & Training of concerned
state/local employment exchange in prescribed format under
Compulsory notification/Employment Exchange Rules in
Regional Recruitment office.
 Beside the Advertisement/notice mentioned, job notification is also posted on NCS

portal.
84 | P a g e
CHAPTER-5
DATA ANALYSIS ANDINTERPRETATION
85 | P a g e
5.1 FINDING-
This chapter deals with analysis and interpretation of data collected through questionnaires.A
questionnaire designed with multiple choice-based questions to know the view of employees
regarding recruitment and selection practices of NHPC Ltd Loktak, Manipur.Questionnaires
distributed throughout the corporate office of NHPC Ltd to 30 numbers of employees of
different deparments.Out of which 20 employees responded and gave their view regarding the
questions asked in questions asked in questionnaire.Collected data from different employees
analysed and interpreted below.
1.What method of selection ,do you support for future recruitmet.
On the basis of merit in qualifying examination 5

Written test followed by interview 15
Only written test 0
Only interview 0
Direct appointment at the recommendation of head of head of the 0
organization
No response 0
executives
On the basis of merit in qualify- Written test followed by in-

30% ing examination terview
Only written test Only interview
Direct appointment at the re- No response
commendation of head of head
of the organization
70%
OBSERVATION:
86 | P a g e
From the above diagram it is clear that 70% of the respondent of the NHPC support written test
followed by interview method of selection for future recruitment,on the other hand the
opinion of 13% employees Merit of qualifying examination may also be a good option.
87 | P a g e
2.what method of promotion do you support.
Seniority 3
Merit 0
Merit cum seniority 13
Written test with merit 4
No response 0
Executive
15%
20%
Seniority
Merit
Merit cum seniority
Written test with merit
No response
65%
OBSERVATION-
From the above diagram it is clear that 65% of the respondants of the NHPC
support merit cum seniority method of promotion,20% support written test with
merit and 15 % support seniority.
3.Recruitment and selection process at NHPC helps getting the right candidates fit
for the right job.
Agree 3
Strongly Agree 15
88 | P a g e
Strongly disagree 1
Disagree 1
neutral 0
89 | P a g e
executive
10%
10% 30%
Agree
Strongly Agree
Strongly disagree
Disagree
neutral
50%
OBSERVATION-
From the above diagram it is clear that 50% of the respondents of the NHPC strongly agree with
the opinion that recruitment and selection process at NHPC helps getting the right candidate fit
for the right job and 30% of employees are satisfied with the same.But somewhere 10% of the
employee strongly disagree with the process and 10% of the employee don’t think that
recruitment and selection process of NHPC helps getting the right candidate fit for the right job.
4.Your satisfaction with your organization 's recruitment & selections process.
Agree 6
Strongly agree 12
Disagree 2
Strongly disagree 0
neutral 0
90 | P a g e
executive
10%
30% agree
strongly agree
disagree
strogly disagree
neutral
60%
OBSERVATION-
60% and 30% of the respondents of the NHPC respectively strongly agree and agree with the
opinion that they are satisfied with their organization’s recruitment and selection
process.Where as there are 10% employees dissatisfied with this statement.
5.NHPC clearly defines it's recruitment policies.

Agree 20
Strongly agree 0
Disagree 0
Strongly disagree 0
neutral 0
executive
agree
stronly agree
disagree
stronly disagree
neutral
100%
91 | P a g e
OBSERVATION-
100% of the respondents of the NHPC strongly agree with the opinion that the NHPC clearly
define its recruitment policy.
6.New candidate who are recruited recently in the organization work properly
agree 20
Strongly agree 0
disagree 0
Strongly disagree 0
Neutral 0
executive
agree
strongly agree
disagree
strongly disagree
neutral
100%
OBSERVATION-
100% of the respondents of the NHPC agree that new candidate who are recruited the
organization work properly.
7.present recruitment policy in helpfull in achieving the goal of NHPC.

Agree 20
92 | P a g e
Strongly agree 0
Disagree 0
Strongly disagree 0
neutral 0
executive
agree
strongly agree
disagree
strongly disagree
neutral
100%
OBSERVATION-
From the above diagram it is clear that 100% of the respondents of the NHPC agree
that present recruitment policy is helpful in achieving the goal of NHPC.
9. NHPC follow modern method of recruitment like online application and screening.
Agree 20
Strongly agree 0
Disagree 0
Strongly disagree 0
neutral 0
93 | P a g e
executive
agree
strongly agree
disagree
strongly disagree
neutral
100%
OBSERVATION-
From the above diagram it is clear that 100% of the respondents of the NHPC agree
thatNHPC follow modern method of recruitment like online application and screening.
10. HR department's performance is adequate in recruitment and selection.
Agree 15
Strongly agree 5
Disagree 0
Strongly disagree 0
neutral 0
executive
agree
25% strongly agree
disagree
strongly disagree
neutral
75%
OBSERVATION-
From the above diagram it is clear that 75% and 25% of the respondent of the
NHPC respectively agree and stronglyagreeHR department's performance is adequate
in recruitment and selection.
94 | P a g e
11.Salary factor attracts most of the potential employees than career growth and
development.
Agree 4
Strongly agree 16
Disagree 0
Strongly disagree 0
neutral 0
executive
20%
agree
strongly agree
disagree
strongly disagree
neutral
80%
OBSEREVATION-
From the above diagram it is clear that 80% of the respondents and 20 % of the
respondents of the NHPC strongly agree and agree respectively of the Salary factor attracts
most of the potential employees than career growth and development.
12.Do you agree that there is some provision in NHPC for eveluation and control of
recruitment and selection.
Agree 13
Strongly agree 7
Disagree 0
Strongly 0
neutral 0
95 | P a g e
executive
agree
strongly agree
35% disagree
strongly disagree
neutral
65%
OBSERVATION-
65% of the respondents of the NHPC agree that there is some provision in NHPC for
eveluation and control of recruitment and selection and 35% of the respondents strongly
agree with the statement.
13.Recritment/ selection process in NHPC is fair transparent .
Agree 4
Strongly agree 16
Disagree 0
Strongly disagree 0
neutral 0
96 | P a g e
executive
20%
agree
strongly agree
disagree
strongly disagree
neutral
80%
OBSERVATION-
From the above diagram it is clear that 80% of the respondents of NHPC strongly agree
that Recritment/ selection process in NHPC is fair transparent. Where 20% of the respondent
agree with that statement.
14.what source of recruitment system.
Job portal 0
News paper 17
Employment 3
Employee 0
97 | P a g e
executive
15%
jobportal
news paper
employment
employee
85%
OBSERVATION-
From the above diagram it is clear that 85% of the respondents have source of
recruitment news paper where as 15% of the respondents have source of recruitment is
employment.
15. .what is the advantage of the existing recruitment system .
Better turn around time 0

Transparent 16
Suitable candidate 4
Cost effective 0
98 | P a g e
executive
20%
better turn around time

transparent
suitable candidate
cost effective
80%
OBSERVATION-
From the above diagram it is clear that 80 % of the respondent said that the advantage of
existing recruitment system is transparent and 20% said that organization get suitable
candidate through existing recruitment system.
16.the telephonic/personal interview are effective and adequate .
Agree 18
Strongly agree 0
disagree 0
Strongly disagree 0
neutral 2
executive
agree
10% strongly agree
disagree
strongly disagree
neutral
90%
99 | P a g e
OBSERVATION-
From the above diagram it is clear that 90% of the respondent agree that the
telephonic/personal interview are effective and adequate and 10% of the respondent are
neutral about the statement.
17.Howmany stages are involved in selecting the candidate.
1 0
2 0
3 0
4 16
more 4
executive
20%
1
2
3
4
more
80%
OBSERVATION-
80% of the respondents said that there are 4 stages are involved in selecting the
candidate,where as 20% respondents said that there are more than 4 stages are involved in
the selecting the candidate.
18.How well are the organization's affirmative action needs clarified and supported in the
selection process.
100 | P a g e
Poor 0
Adequate 17
Excellent 3
executive
15%
poor
adequate
excellent
85%
OBSERVATION-
From the above diagram it is clear that 85% of the respondent of NHPC said that
there is adequate How well are the organization's affirmative action needs clarified and
supported in the selection process..where as 15% of the respondent said that there is
excellent How well are the organization's affirmative action needs clarified and
supported in the selection process .
19.Does HR provides an adequate pool of quality application .
Yes 20
No 0
May be 0
101 | P a g e
executives
yes
no
may be
100%
OBSERVATION-
100 % of the respondents of NHPC said that HR provides an adequate pool of quality
application.
20.Rate the effectiveness of the interviewing process and other selection instrument ,such as
testing.
Poor 0
Adequate 5
excellent 15
102 | P a g e
executives
25%
poor
adequate
excellent
75%
OBSERVATION-
From the above diagram it is clear that 75% of the respondent excellent rating the
effectiveness of the interviewing process and other selection instrument ,such as testing. And
25% of the respondent adequate rate.
103 | P a g e
CHAPTER 6
SUGGESTION AND CONCLUSION
104 | P a g e
5.2 SUGGESTION-
 In the NHPC there should be wide publicity of recruitment process of the organization
through various audio-visual/motivational based on advertisement through
electronic media.
 The organization should introduce campus recruitment process to get brighter
candidate to their post within a specific time limit and lesser cost.
 Multiskilling personnel need to be motivated through reward management like better
incentive, career growth, and application publicity etc
 Online selection process should be introduced.
5.3 CONCLUSSION-
Recruitment and selection are not only an integral part of an organization but also that
provides a complete picture for the entire organizational physical structure.
NHPC with its varied human resources has wide ranging recruitment and selection policies for
hiring of required manpower in its true sense.
The various recruitment and selection policies being carried out are conversant with ground
realities and there is a deliberate effect to reduce the inadequacies in the ground level and
provide for better and superior human resource for the organization. The policies lack the
corporate flavor and NHPC is working continuously to achieve target of streaming the entire
recruitment and selection process which would remain in line with the change in that has taken
place with itself.
While, time is said to be the best indicator of things to come, it can be safety assumed that the
organization is moving towards making its recruitment and selection policies more
stronger,tigher and effective in these times, rapidly changing corporate environment and
increasing organization needs in future NHPC could truly show the way with its recruitment and
selection policies in an amazing manner.
105 | P a g e
BIBLIOGRAPHY
BOOK
 C.B.GUPTA “HUMAN RESOURCE MANAGEMENT”
 C.R KOTHARY “RESEARCH METHODOLOGY” NEW AGE INTERNATIONAL
PUBLISHER,2nd RIVESED EDITION
 C.B MAMORIA,SATISH MAMAORIA,P.SUBBA RAO “ DYNAMICS OF
INDUSTRIAL RELATIONS”
WEBSITES
 www.NHPCindia.com
 www.google.com
 www.Scribed.com
106 | P a g e

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APROJECTREPORT ON

“RECRUITMENT AND SELECTION”

Roll No. IR 4921

POST GRADUATE DEPARTMENT

Iwishhim successin allher futureendeavours.

Dr. ItishreeGita Kumari

Date: Roll no IR 4921

Onthesubmissionofthereporton“RECRUITMENT AND SELECTION”attheNHPC LOKTAK POWER

I express my heartiest gratitude to Mr.Anam Shankar (DGM, NHPC) for guiding

Chapter 5: DATA ANALYSIS AND INTERPRETATION 85-102

Chapter 6: SUGGESTION AND CONCLUSION 103-104

1.2 SCOPE OF THE STUDY-

1.3 RESEARCH METHODOLOGY-

In addressing the aim of this study, it is important to adopt an appropriate statistical

1.4 SOURCES OF DATA COLLECTION-

RECRUITMENT AND SELECTION PROCESS

Recruitment is distinct from Employment and Selection.Recruitment is

 Recruitment is a positive function as it seeks to develop a pool of eligible persons from

 Recruitment is an important function as it makes it possible to acquire the number and

 Recruitment is a pervasive function as all organisations engage in recruitment activity.

Concluded that organisations should increasingly be inclusive in theiremployment

According to Dale Yoder, “Recruitment is defined as process to discover the sources of

According to C.B. Mamoria, “Recruiting is the discovering of potential applicants for

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

According to Mart and T. Telsang, “Recruitment is the generating of applications or

To increase the efficiency of hiring, it is recommended that the HR team of

A structured recruitment plan is mandatory to attract potential candidates from a pool of

 Number of posts to be filled

The following steps are important in analyzing a job −

 Recording and collecting job information

Job description is generated for fulfilling the following processes −

 Classification and ranking of jobs

 Job Title / Job Identification / Organization Position

This information about each job in an organization is as follows −

 Make or buy employees

 Setting up a board team

SEARCHING THE RIGHT CANDIDATE-

Screening is an integral part of recruitment process that helps in removing unqualified or

 Reason for change of job

Conducting Telephonic or Video Interview

Identifying the top candidates

 Short listing 5 to 10 resumes for review by the hiring managers

 Salaries to the Recruiters

2.5 OBJECTIVE OF THE PROCESS-

These are: (Govt. policies)

1. Personnel policies of other competing organization. Support the organization ability to

acquire, retain and develops the best talent and skills.

2. Determine present and future manpower requirements of the organization in

coordination with planning and job analysis activities.

organization to achieve its goal and objectives.

the right job from the pool

6. Increase the pool of candidates at minimum cost.

8. Infuse fresh blood at all levels of the organisation.

10. Increase the effectiveness of various recruiting techniques

2.6 SOURCES OF REQUIREMENT

Sources of Recruitment of Employees: Internal and External Sources

(A) Internal Sources:

(B) External Sources:

The external sources are discussed below: