HRM Report

Recruitment & Selection

Process at Rinfra Ltd.
Group 1

Presented By:

Kumari Sonia 214

Nishant Negi 222

Riddhi Biswas 236

Sravya Shakuntala 243

Thej Swaroop Reddy 249

 Recruitment and Selection at Rinfra Ltd

TABLE OF CONTENTS

EXECUTIVE SUMMARY............................................................................................................................................3

STRATEGY.................................................................................................................................................................4

MILES AND SNOW’S STRATEGIC TYPE................................................................................................................4

INDUSTRY STRUCTURE RELATIONSHIP...............................................................................................................5

METHODOLOGY.......................................................................................................................................................5

RECRUITMENT..........................................................................................................................................................5

Recruitment process...........................................................................................................................................6

Sources of recruitemnt.......................................................................................................................................6

Alternative to Recruitment.................................................................................................................................8

RECRUITMENT POLICY STATEMENT........................................................................................................................9

SELECTION..............................................................................................................................................................10

RESUME FILTERING...........................................................................................................................................10

Interview process..............................................................................................................................................10

REcruiter’s role..................................................................................................................................................11

skill REcruiters want..........................................................................................................................................11

SELECTION- CHOICES.............................................................................................................................................12

INTERNAL RECRUIT VS lateral hire...................................................................................................................12

MBAs Vs engineers............................................................................................................................................12

Experience vs intelligence.................................................................................................................................12

SELECTION TEST.................................................................................................................................................13

CONCLUSIONS........................................................................................................................................................14

RECOMENDATIONS...............................................................................................................................................14

REFERENCES...........................................................................................................................................................14

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EXECUTIVE SUMMARY

Reliance Infrastructure, a part of Reliance - Anil Dhirubhai Ambani Group, is India's largest
infrastructure company with turnover of over Rs. 15,690 crore and market capitalization of
over Rs. 24,450 crore as on March 31, 2010. It is one of the largest Indian business
conglomerates. Company was formerly known as Reliance Energy. The new name reflects
the current nature and the company’s business. In this document we shall attempt to study
the recruitment and selection process at Rinfra. The main source of information is
telephonic interview and through e-mail with Mr. Anupam Kumar(HR), Miss Monica
Sahani(DGM), former employee Mr. Priyankar Biswas and current Assistant Managers Mr.
Gurbhej Singh, and Miss Lavleen Kumari.

Introduction: Reliance Infrastructure Ltd.

Reliance Infrastructure Limited is India’s leading utility company having presence in across
the value chain of power business i.e. Generation, Transmission, Distribution, EPC and
Trading and the largest infrastructure company by developing projects in all high growth
areas in infrastructure sector i.e. Roads, Highways, Metro Rails, Airports and Speciality Real
Estate.

A detailed presence of Rinfra Ltd is shown by the following chart. In our report we would be
concentrating on Engineering Procurement & Construction part of Rinfra. Presently around
1500 people are working in EPC division.

RInfra

EPC Energy Infrastructure

Generation Roads

Transmission Airports

Distribution Metro

Trading SEZ

The company has moved towards setting up of Ultra Mega power plant (6x660 MW Sasan
power project in Madhya Pradesh). This has been a major change; it is adopting from their

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earlier mega power plants. It is the largest domestic coal based power plant and is being
executed by the EPC division of RInfra.. RInfra has entered into a joint venture with National
Thermal Power Corporation Ltd. (NTPC) for the formation of Utility Power Tech Ltd. (UPL) to
provide the very best in modernized solutions for project construction, operation,
maintenance, EPC, consulting services etc. The company is also consistently persuading the
Indian government for the regular supply of coal required for its power plant. The company
is moving fast to acquire and complete the projects in lesser time to keep away its
competitors. It has the unique distinction of securing 3 out of 4 Ultra Mega Power
Projects(UMPPs) awarded by the Government of India on the basis of the tariff based
competitive bidding. It maintains a strong relationship with the commercial banks, export
credit agencies and various financial institutions for financing. Thus, it exercises a high
degree of financial leverage.

STRATEGY

The mission of the company is to achieve excellence in service, quality, reliability, safety and
customer care. It also aims to achieve consistent high growth with the highest levels of
productivity. It also encourages ideas, talents and value systems and promotes the work
culture that improves individual growth, team spirit and creativity to overcome challenges
and accomplish the goal. It is driving itself towards a highly technology driven, efficient and
financially sound organization, and to achieve the trust and confidence of all customers and
stakeholders.

RInfra is recruiting the young bloods into the organization, as it is aiming to turn it into a
multinational company (MNC) and adopting the MNC culture. Also, it is recruiting from the
top premiere institutes to enhance team effectiveness and leadership competencies and
create a leadership pipeline for the organization’s growing need of ‘leaders with a
perspective’. On the other hand, it is also attracting the top level managers and employees
of its competitors by offering them higher pay scale. The focus of the company is towards
achieving vertical integration. It has no plans to maintain any long-term relationships with
its suppliers.

MILES AND SNOW’S STRATEGIC TYPE

RInfra falls under Analyser category. They compete on sheer economies of scale. They have
huge capital strength and hence can easily outperform the other bidders by quoting the
lowest bid. There is trade off between defender and prospector strategy. This is to minimize
risk and maximize profit. They seek both flexibility and stability.

RInfra has imitated the standards and technology which were already established by the
public sector players like NTPC. There is high level of standardization, routinization. Profit is
earned through high operational efficiency and maintenance of plants. RInfra has always

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made selective attempts for diversification like cement industry, coal industry which are
factors of production in their core business.

INDUSTRY STRUCTURE RELATIONSHIP

 Low product innovation rate

 High capital requirements
 Type C industry
 Large organization
 Limited number of players
 Highly structured, standardized but limited decentralization
 Formalization is high at middle level but low at top and bottom level

METHODOLOGY

Recruitment &
Selection

Primary Sources Secondary Sources

Deputy Senior HR Other Articles Reliance

GM Manager Manager Employees Website

Recruitment &
Experiences Process details,
Planning,
Selection

Interview Process Primary Sources Secondary Sources

Employees Views
Details Recruitment
Experience Deputy
GM
Senior
Manager
HR
Manager
Other
Employees
Articles Reliance
Website

Sources Interview
Experience
Process
Details
Planning,
Recruitment
Sources
Personal
experienci
es
Experiences Process details,
Employees
Views

RECRUITMENT

Recruitment is a process of locating and encouraging potential applicant to apply for existing
or anticipated job openings. It is actually s linking function, joining together those with jobs
to be to fill and those seeking jobs. Recruitment process, logically aim at (i) attracting large
number of qualified applicants who are ready to take up the job if offered (ii) offering
enough information for unqualified persons to self select themselves out.

RECRUITMENT PROCESS

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1. Identification of a Vacancy
Its duty of every employee having grade of Deputy General Manager and above to
identify the vacancy and inform the HR as soon as possible. The reasons for a
vacancy may be:
Staffing changes: Resignation by an employee, termination from his/her duty, person
went for retirement, long/short leave like incase of illness, maternity leave,
secondment, promotion of a person resulting into vacancy of that particular post,
coming of new projects which needs more employee.
Work Requirement Changes: Coming up of unexpected work like very short term
preparation of bidding team which comes into existent just before the floating of a
project by government, temporary additional workload like visiting of CEO, DO or
Chairperson Anil Ambani- for that preparation of reports, presentation are required
which make busy employee of various department.

2. Review the need for the position/to fill the vacancy

HR manager will review the short and long term requirement from the position and
need to fill the vacancy. For that HR manager will consider:

Staffing Plan which indicates how much more employees are required and where are
the surplus and what work area, how many people are handling

Budget: Budget has been allocated among various department for spending on
employee salaries, recruitment etc.

Job description and job specification: This task is jointly done by HR manager and
various department head. In Reliance infrastructure, it is bottom up approach; where
in requirements for new employees sometimes come up from the bottom of the
pyramid. For example, need for extra employee and the job description and
specifications are passed on from DGM to GM, from GM to Assistant VP, from
Assistant VP to Sr VP. Finally consensus is done by HR manager and Sr. VP. Then the
request is forwarded to Director of Operations with whom lies the ultimate power.
DGM, GM, Assistant VP etc are all involved in deciding upon job title, job summary,
job activities, working conditions and social environment. Fundamental attributes of
a job specification are mostly decided by the HR manager only after a talk with
different departments. Contra indicators like job involving frequent visits to site
should be given to females etc are mostly provided by DGM, GM etc.

SOURCES OF RECRUITEMNT

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In Rinfra ltd., both internal as well as external sources of recruitment are used.

Internal Sources:

Persons who are already working in Rinfra constitute internal sources. Also, retrenched
employees, retired employees, dependent of deceased employees, children of existing
employee constitute the internal sources. Whenever any vacancy arises, someone from
within Rinfra is upgraded, transferred, promoted or even demoted.

Methodology adopted:

Internal communication through notice boards, e-mails and by updating on the internal
server blue ocean.

Merits:

Economical as cost of recruiting internal candidates is minimal and expenses like

advertisements are saved

Reliable as Rinfra has knowledge about suitability of a candidate for a position.

Demerits

Limited choice as Rinfra is forced to select candidates from a limited pool. In Rinfra a year
ago a job has been given to the wife of deceased DGM and it was found was incapable fro it.

Inefficiency: In Rinfra promotions are based on the length of the service and not on the
merit of a employee. This may prove to be blessing for inefficient candidates.

External Sources

Campus Recruitment

Rinfra hires fresher directly from IITs, NITs, Regional engineering college like Punjab
Engineering College, Delhi College of Engineering etc for the post of Assistant Manager. Also
for higher managerial posts, it goes to management institutes like IIML, IIMI, XLRI, and NITIE.

Methodology

Certain parameters are being used for deciding upon which college to go to. First one, it rely
on the ranking given to various colleges by different magazines, Second, depending upon
location of project site e.g. if the upcoming project is located in West Bengal, they will prefer
to hire from that state as it is the requirement of such kind of jobs. Third, depending upon
the location of corporate office that is in Noida. Also they used one more parameter that is
how much people actually joined out of recruited from particular College. They maintain a
database for it and where this ratio is high become the top priority college.

Merits

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Moderate cost of entire procedure followed

A long relationship is developed with the college resulting in reliability.

Demerits

Recruitment can be costly in case the colleges are located at very far places from corporate
offices.

Reaching on decision which college to go for, sometimes become difficult to take.

Electronic Recruiting

This is done through various job portals like naukri.com, yuvajob.com etc. this is generally
used to hire work experience people only and not freshers

Merits & Demerits

It is very fast, cost effective means of recruitment. It is reasonably focussed. Problem with
this method is that the website might be flooded with resumes from unqualified job
seekers. So, company has to handle with many applications and sometimes it becomes
difficult to filter resumes. Also applications may come from geographic areas that are
unrealistic far away.

Unsolicited Applicants/Walk in

This method is generally used to hire people on contract and usually for the department like
administrative. The company makes a data bank and whenever a suitable vacancy arises,
the company would intimate the candidates to apply through a formal channel. Any walk-ins
Rinfra treat very courteously.

Merits & Demerits

Company times saved for searching for candidates. Eligible candidates themselves applied
for it. One of the disadvantages is that the jobseekers generally apply to number of
organization and when they are actually required by the organization they are either already
employed or simply not interested.

ALTERNATIVE TO RECRUITMENT

Overtime

This followed in great deal in Rinfra where in short term fluctuations in work volume could
best be solved through overtime like a new project is being floated by Govt. To evalute such
project and then apply for it needs a bidding team which is prepared from within the
company. They hold dual responsibility of their previous department and also bidding
department work.

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Merits & Demerits

Rinfra is benefited as cost of recruitment, selection and training could be avoided. Employee
benefits from high salary. But overworked employee may prove less productive and turnout
less than optimal performance.

Temporary employees

Reliance hire temporary workers on contract based for some of administrative post and
other department also to meet sudden increase in work.

Merits & demerits

Fringe benefits which employer needs to give associated with regular employment can be
avoided. But temporary workers don’t remain loyal to the company, take more time to
adjust.

Outsourcing

This is used in Rinfra a lot where in some specialized work is outsourced to outside parties
like to prepare a design for wind tunnel, outsourcing is done IIT Kanpur etc

Merits & Demerits

It has a long list of merits. Expertise required by Rinfra is easily met by it, HR becomes free
of activity like handling resume management and candidate sourcing in their daily scrutiny.

RECRUITMENT POLICY STATEMENT

1. Advertise vacation created in organization internally and provide the opportunity to

internal employee first to respond to it.
2. Recruitment and selection will be guided by requirements of relevant legislation and
diversity policies, strategies and initiatives and by its agreed priorities for developing a
workforce profile that reflects the diversity and characteristics of the student
population and the wider community.
3. All appointments will be made on the basis of careful and consistent application of the
principle of merit and adherence to the guidelines.
4. Appointments will be made in open competition from the widest field of applicants,
attracted by internal and normally external advertising.
5. Recruitment and selection processes will be conducted on the basis of fair and equitable
treatment of all applicants
6. All processes will be conducted so as to guard the confidentiality of applicants and
preserve the integrity of the process.

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7. Recruitment and selection processes will be consistent, transparent, professional and

timely.
8. The University will foster continuous improvement of recruitment and selection policy
and procedures, and supporting technology to deliver high quality services efficiently
and effectively

SELECTION

Selection is the process by which companies decide who or who will not be allowed into
organizations.

For selection Rinfra uses a series of steps:

1. Resume filtering
2. Interview Process
3. Final Decision
4. Probation
5. Rinfra Employee

RESUME FILTERING

1. A mechanical method is employed for resume filtering which is done by HR

Managers himself. A database is created in excel through which it is cross checked
that a candidate rejected by the company could not apply within less than six
months of rejection
2. The resume are scrutinized for the following things
In case of freshers: Percentage/CGPA marks in 10 th, 12th and degree. Usually the
criteria are to filter only those resumes which have more than 65% in all the cases.
Then how many technical projects had been undertook by candidate and its
relevance to their company, academic achievement in technical area. For freshers,
Rinfra remains limited to Electrical, Civil and Mechanical.
In case of work ex people: The companies wherein the candidate had worked, his
role and responsibility over there and number of year of experience. Then came at
the end academic part. Usually people with work ex in NTPC are preferred.

INTERVIEW PROCESS
1. For freshers different methodology has been adopted in comparison to experienced
one

For freshers:

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 First a group discussion round is conducted wherein around 10-12 candidates

are allowed to participate. A general topic is given for discussion. This round
is for checking the communication level, behaviour, leadership qualities and
attitude in a group of candidate
 Second, a written test is conduction which is totally technical in nature. It is
different branches of engineers like it is different for electrical candidate to
mechanical guy.
 Third, written ability test is conducted to check the writing skill of a person.
The topic is very general in nature
 Fourth, only one round of interview is conducted which is mix of technical
and HR interview.
2. For work ex people the procedure is very different
 First, they were sent to concerned department from where the requirement
has come. The senior person (position changes as per department) of that
department conducts the interview. He asks in detail about candidate work
experience, project undertake etc. If he/she passed this round then sent to
Director of Operations with whom final talk regarding job position and salary
is held. It means final authority lies with DO in this case
3. Interviewers for this process are from different department like engineering, project
control, project management, engineering core group, etc and are of different levels
ranging from DGM to VP.

RECRUITER’S ROLE

Recruiters are cleared about there role in conducting an interview. He has a predefined area
to focus on, a well defined structure of interview and what should be he expecting from a
candidate. Recruiters are sometimes trained about what should be the framework of entire
interview. Most of the time recruiter remain warm, courteous and a little of informal with
candidates. Role offered is not clearly mentioned to freshers but if hiring is for higher
positions then situation is little different, there role are clearly explained to interviewee.
Further clarity if needed is provided by HR manager.

SKILL RECRUITERS WANT

1. General managerial skills besides having strong technical knowledge so that not only
to know how to perform task but to manage it also.
2. Analytical skills and problem solving skills
3. Communication and other soft skills. This is because most of role in Rinfra involved
team work and frequent meeting between different departments as work are highly
interdependent.

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4. Ability to work in team

5. Leadership potential, as role right from the lowest management i.e. Assistant
manager demand decision taking.

SELECTION- CHOICES

Rinfra has certain choices regarding selecting people like where go for internal recruit or
lateral hire, MBAs or Engineers, experienced based or future oriented, experience or
intelligence etc. Rinfra has been successful in striking a somewhat balance in making choices

INTERNAL RECRUIT VS LATERAL HIRE

• Rinfra come up with an objective to develop at least 25% of their business leaders
internally by developing coherent systems and processes of career development for
the employees. For this, it has planned to give first preference to its internal
employees. The internal recruiting is done by giving promotions or transferring
employee to the other departments. Usually the criteria for such recruitment are
number of years of work, knowledge, skill, capability etc. Most of the time internal
recruit has an excellent knowledge of Rinfra systems and processes.

• Rinfra also involved in lateral hiring i.e. hiring people with excellent experience and
domain knowledge. Lateral hire brings a different perspective to the company. Rinfra
usually hire the experienced people from competing companies like Lanco, L&T,
Tata, NTPC etc by providing alluring job profile and pay packages.

MBAS VS ENGINEERS

Requirement of MBAs depend on the various departments. Presently only Project

Management Group has employed MBA from IIML and IIMI as finance controllers. HR
managers prefer to hire from IIMs, though they have other MBA schools also in their list. In
future organization is looking forward to higher more MBAs for Finance and Project Control
Department.

There are other departments also like Electrical Group, Mechanical Group, Civil Group, Core
Engineering Group etc which requires sound technical background of respective
engineering. Mainly freshers are hired from NITs, IITs, and regional engineering colleges.

EXPERIENCE VS INTELLIGENCE

Both experience and intelligence has its own importance in Rinfra. In EPC business number
of years of experience and experience area matters a lot. Usually the rank and salary in

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Rinfra are very much dependent on it. Company always keep on an acute watch on the
available talent in other companies in terms of these parameters.

Intelligence is given equal importance as experience in Rinfra. That is clearly reflected in the
way the company carry out recruitment process and later on offer responsibilities right from
lowest level.

SELECTION TEST

Interviews (For experienced people)

Reliability: Moderate

Interviews are structured. The organization most of the times know what kind of person for
particular job are the requiring. The educational qualification and experience of the person
provides this information (which organization rely upon) but it is little difficult to observe
traits like leadership, team work, honesty etc

Validity: Good

Through behavioural tests, it is easy to find traits like leadership, team work, honesty etc.

Generalizability: Low

It’s not always true to expect high efficiency with people with higher experience and good
technical back ground. Also some test administer to check behavioural aspect do not fully
capture the required traits.

Utility: Good

Cognitive Abilities Tests (For freshers): Paper and pencil or individualized assessment
measures of an individual's general mental ability or intelligence.

Reliability: very high

Validity: Good

It conducts test which able to capture intelligence, technical knowledge, aptitude, attitudes
like working in teams, leadership, etc

Generalizability: Very high

Utility: High

It can be administered in group settings where many applicants can be tested at the same
time. Score are usually associated with test which makes comparison easy. The costs
involved in administering such tests are low.

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CONCLUSIONS

 HR is playing administrative role only

 Recruitment and selection in case of fresher's are very well structured but for
experienced people, it need to be more structured
 Its focusing excessively on the intellectual and intelligence of people and missing the
organizational fits
 As it is in expansion stage and aspiring to become MNC, its improving its
recruitment and selection process

RECOMENDATIONS

 HR needs to play more of strategic role

 Include personality and behavioral tests beside taking cognitive abilities tests so as to
make an organization fit
 To meet middle level management demand, recruit students from colleges like
Power Management Institute, Noida etc

REFERENCES

 Referred book VSP Rao, chapter 6 & 7 on recruitment & Selection respectively

 www.rinfra.com

 http://www.scribd.com/doc/2587050/SELECTION-PROCESS-AS-HUMAN-RESOURCE-
FUNCTION
 http://www.slideshare.net/harshalsk/recruitment-and-selection

 http://www.unisa.edu.au/policies/policies/hr/HR27.asp

 http://www.hr-guide.com/data/G314.htm

 Studied few articles like “A review of Structure in selection interview” by M A

Champion, scirbd article on selection process as human resource function

 Mr. Anupam Kumar(HR)- 09350813978, Ms.Monica Sahni(DGM)-09312807238,

former employee Mr. Priyankar Biswas and current Assistant Managers Mr. Gurbhej
Singh

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