Microsoft word recuritment procedure in sccl

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PROJECT REPORTPROJECT REPORTPROJECT REPORTPROJECT REPORT
ONONONON
RECURITMENT PROCEDURES
(with special reference to Singareni Collieries Co. Ltd)
PROJECT REPORT
SUBMITTED IN PARTIAL FULFILLMENT FOR
THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
BY
N.NAVEEN KUMAR
H.T.NO.06171C06171C06171C06171C_1006_1006_1006_1006
K.L.R.COLLEGE OF BUSINESS MANAGEMENT
(Affiliated to KAKATIYA UNIVERSITY, WARANGAL)
PALONCHA_507115, KHAMMAM DIST

DECLARATION
I here by declare that the Project Report entitled "A Study on
Recruitment Procedures in the area of Personnel Department
in Singareni Collieries Company Limited" is solely done by me in
partial fulfillment for the award of the degree of Master of Business
Administration, Kakatiya University, Warangal.
The facts and figures represented in the report are as per the
rules of the survey done by me. This Project Report has not been
submitted else where for the award of any degree, either in partial or
in full.
I declare the above mentioned information is true for the best of
my knowledge and belief.
Place:
Date: N. NAVEEN KUMAR

ACKNOWLEDGEMENT
"There are innumerable supporting hands behind ones success"
A person may conceive an idea but for it to get materialized
and take a shape between many people need to lend their hands
and minds and this project work is no realization of this work.
I take this opportunity to express my profound gratitude to
Sri. P. CHANDRAKANTH SHARMA, Chief General Manager of HRD for
granting me permission to do my project work in Singareni
Collieries Company Limited, Kothagudem.
I am deeply indebted to Sri K. V.SUBBA RAO, Dy. GM
(Personnel), Sri P. ANJANEYA RAJU, PM (Personnel Dept.), for taking
special care in my project work and extending cooperation for
successful completion of project.
It is with immense pleasure that I thank profusely
Smt. Hema Subhalaxmi, Lecturer in HR, and KLR College of
Business Management for her kind help.
I will be failing in my duty if I do not express my heart full gratitude
to my parents and family members who encourages me in all
possible ways for the completion of this project.
Last, but not least, it is my pleasures to express my gratitude and
sincere thanks to all my friends who helped me in giving final
touches to this projects and making this project really presentable.
N.NAVEEN.KUMAR

FOREWORD
In accordance with the prescribed curriculum of Kakatiya
University for the award of M.B.A every student has to undergo
interesting training for a period of 45 days and project on a topic
selected by the student.
In accordance with the above rules, I'm here with submitting my
project report done in the Singareni Collieries Company Limited, HRD
Dept, Kothagudem.
The contents include the objectives towards Recruitment and
selection Procedures. Due to time constraint and size of Organization
only some of the aspects of department have been studied with help
of various printed materials etc., were quite useful in preparation of
the report.
N. NAVEEN KUMAR

CONTENTS
Chapter-I -- Introduction to the topic (Section A)
Methodology of the study (Section B)
Chapter-II -- Profile of the Organization.
Chapter-III -- Recruitment and Selection Procedures -
'A theoretical frame work'
Chapter-IV -- Recruitment and Selection Procedures
in SCCL.
Chapter-V -- Data Analysis and Interpretation.
Chapter- VI -- Conclusions and Suggestions.
Appendix – Questionnaire
Bibliography
1
5
7
33
48
58
71
74
78
1
Page No.

INTRODUCTION
Recruitment is the discovery of potential candidates for actual
or anticipated organizational vacancies or forms another
perspective; it is a linking activity bringing together those with jobs
to fill and those seeking jobs.
Recruitment has been regarded has the most important
function of personnel administration, because unless the right type
of people are hired, even the best plans, organization charts and
control system would not do much good.
Recruitment is searching for the potential job candidates in
sufficient numbers and quality so that the organization can select
most appropriate people to fill its job needs.
Recruitment forms the first stage in the process which continues
with selection and ceases with the placement of the candidate. It is
the next step in the procurement function, in the first beginning the
man power planning.
Recruitment makes it possibly to acquire the number and type
of people necessary to ensure the continued operation of the
organization.
Recruitment is the process of seeking out the attempting to attract
individuals in external labour markets who are capable of and
interested in filling available job vacancies.
The promotion of productive efficiency through an effective
utilization of men and machines is one of the primary objectives of
personnel administration and the attainment of this objective
largely and contingent upon the function of finding and placing the
right man on the right job at the right time in aright place. This

poses problems even in the industrially advanced countries of the
west, where the employment.
Opportunity in industry and business are vast and thus is
more so in a country like ours where too many people are chasing
too few jobs. In a lighter vein, a wag observed that proper
placement is an exception and misplacement is common in our
country. In order to avoid the pitfalls of wrong selection and
placement, it is necessary to adopt the principle of scientific
selection procedure.
The use of scientific and systematic procedures in selection is
essential if we want to find the right man for the right job. A wrong
man on a wrong job will mar the development and progress of the
organization, even as the right man on the right job will contribute
to organizational growth. The function of scientific selection is one
of the most important functions of personnel administration and
thus encompasses the following sub functions.
• Determining the nature of the job to be filled.
• Determining the nature of the personnel required.
• Determining the nature and source of recruitment.
• Selection process
Selection is to choose the individual who can most
successfully perform the job from the pool of qualified candidates.

The development of job analysis, human resource planning
and recruitment are necessary pre requisites to the selection
process. A break down in any of these processes can make even
the best selection system in effective. The selection process
includes
• Preliminary interview
• Application
• Reference letters
• Group discussions
• Interview
• Tests
• Physical examination
• Selection and placement
• Induction
• Follow-up
Need for the study:
The main reason for choose this topic in the Singareni
Collieries Company Limited. It is the Government Company and
subsidiary of the coal India Limited. The recruitment of vacancies is
done in every year and the company follows the good recruitment
policy (Two day’s final decision) in recruiting the employees and
employers. For the above said reasons and up to my knowledge it
is a suitable company for my project study on the topic
“RECRUITMENT AND SELECTION.”

Objectives of the study:
The main objectives of the study are as follows:
1 To know the employees attitudes about the current recruitment
policy existed in the company.
2 To know the interests of the new recruiters towards to the
recruitment and selection policy in the company.
3 Offer the suitable suggestions from the above employee’s interests.
Chapter layout:
By keeping in view of the above objectives, the present study
is divided into five chapters.
The details of chapter layout are as follows:
Chapter I – The first Chapter is introduction in nature it deals with
the introduction objective of study, tools analysis scope of study
and limitations of the study etc.
Chapter II – The Second Chapter it deals with the company profile
and its product details and all its operating areas.
Chapter III – The conceptual framework of the Recruitment and
selection procedure and their process.
Chapter IV – The fourth chapter evaluate the Recruitment &
Selection process in S.C.C.L.
Chapter V – The fifth Chapter deals with some suggestions and
conclusions drawn from the study.

METHODOLOGY OF THE STUDY
For the purpose of obtaining the data has been collected from
both the sources primary and secondary sources.
The primary data is obtained by circulating a structured and
simple question open – ended and closed ended to the workers
those which are already employed in the company and also those
who are attend to the interviews and other recruiters.
On the other hand the secondary data obtained from the
books and company reports and documents and the other journals
related the topic.
Sample design: For ascertaining the objectives towards to the
“RECRUITMENT AND SELECTION IN S.C.C.L.” 100 members are
chose at randomly. The research taken necessary steps to avoid
any unbiased while collecting the data.
Tools of analysis:
The data collected from both the sources is analyzed and
interpreted in the systematic manner with the help of various
statistical tools like average, percentages, and chi-square.

Limitation of the study:
1 The study is subjected to the following limitations.
2 The study is based on the data provided by the company
statements so, the limitations of the company’s employees
remaining are equally applicable.
3 In some cases data is collected from the companies past records.
The study is limited to the part of the personnel functions only not
for the entire organizations.

CHAPTER II
PROFILE OF THE
ORGANIZATION

An Overview of
THE SINGARENI COLLIERIES COMPANY LIMITED
(A GOVT. COMPANY)
1. Coal Industry in India:
Coal, the primary source of energy in the country accounts for the major
portion of countries commercial energy requirements. In a developing economy
like India, coal mining industry occupies a vital place because coal is the basic
input for power and fuel to many basic and important industries like powerhouse,
iron, steel, railways, shipping and construction industries etc. In addition other
industries like cement, fertilizers, chemical, paper industries are the main
consumers of coal.
Despite the development of alternate fuel resources like electricity, petrol
and solar energy, coal continue to be a major fuel material in any industry. Thus,
coal industry plays a strategic role in the industrial development of any country. In
India, coal producing companies are in public sector and they are under direct
administration of the ministry of coal. The following public sector undertakings
are dealing with coal production.

COAL INDIA LIMITED (CIL):
CIL has the head quarters at kolkata and is holding company with seven
producing subsidiaries and is planning to design subsidiary viz.
1. Eastern Coal Fields Limited (ECL), Sanctaria (West Bengal).
2. Bharath Coking Coal Limited (BCCL), Dhanbad (Bihar).
3. Central Coal Fields Limited (CCL), Ranchi (Bihar).
4. Northern Coal Fields Limited (NCL), Singareni (Madhya Pradesh).
5. Western Coal Fields Limited (WCL), Nagpur (Maharastra).
6. Mahanandi Coal Fields Limited (MCL), Sambalpur (Orrisa).
7. Eastern Coal Fields Limited (ECL), Santoria (Asansol).
8. Central Mine Planning and Designing Institute Limited (CMPDIL), Ranchi
(Bihar).
2. COMPANY BACKGROUND:
The Singareni Collieries Company limited is a coal mining company owned
jointly by the state and central governments. The Singareni reserves stretches over
350 k.m of Pranahita – Godavari valley of Andhra Pradesh in the districts of
Khammam, Adilabad, Karimnagar and Warangal with the geological reserves
aggregating to a whopping 8091 million tonnes catering to the needs of the
consumers in southern India. SCCL currently operates 11 open cast and 51
underground mines with manpower of around 86521.
The origin of SCCL may be traced back to the year 1871, when Dr. King of
geological survey of India discovered coal near the village of Yellandu in
Khammam district and of the coal seams bore his name.

The Hyderabad (Deccan) company limited incorporated in England
acquired mining rights in 1886 to exploit coal found in yellandu area. The present
company was incorporated in 23rd
December 1920 under the Hyderabad
companies act as a public limited company with the name of “THE SINGARENI
COLLERIES COMPANY LIMITED (SCCL) “.
In 1961 it became a public sector undertaking being managed by board of
directors, appointed by the central and state governments. The share capital of the
company by the Government of Andhra Pradesh and Government of India is in the
ratio of 51:49 respectively. The coal extracted by SCCL in the Godavari valley
coal fields up to the year 2005-2006 was about 855 million tonnes.
MISSION STATEMENT OF SCCL:
• To retain our strategic role of a premier coal producing company in the country
and excel in a competitive business environment.
• To strive for self-reliance by optimum utilization of existing resources and earn
adequate returns on capital employed.
• To emerge as a model employer and maintain harmonious industrial relations
within the legal social frame work of the state.
• To exploit the available mining blocks with maximum conservation and utmost
safety by adopting suitable technologies and practices and constantly upgrading
them against international benchmarks.
• To emerge as a responsible company through good corporate governance by
laying emphasis on protection of environment and ecology due with regard for
corporate social obligations.
• To supply reliable and qualitative coal in adequate quantities and strive to
satisfy customer needs by constantly sharing their experience and customizing
our product.

OPERATING AREAS
SCCL, the company managers in coal mining operations are in Andhra
Pradesh keeping in pace with the increased demand. The SCCL has always been
accelerating its production by opening new mines in all the coal bearing areas in
the state in the process of expansion, SCCL started its mining activities at
Kothagudem (1937), Mandamarri (1958), Ramagundam (1961),
Ramakrishnapur/srirampur (1963), Manuguru (1974) and Bhupalapalli (1998)
apart from carrying its mining activities at Yellandu.
Presently it is operating its mining activities in 55 underground mines and
12 opencast mines spread over in the districts of Khammam, Karimnagar,
Adilabad and Warangal. For administrative convenience, the company is broadly
divided into three regions i.e., Kothagudem, Ramagundam and Bellampalli and is
having the company head quarters at KOTHAGUDEM.The operating areas in
SCCL are
KHAMMAM DISTRICT : Kothagudem, Yellandu, Manuguru.
ADILABAD DISTRICT : Bellampalli, Mandamarri, Srirampur and
Ramakrishnapur.
KARIMNAGAR DISTRICT : Ramagundam.
WARANGAL DISTRICT : Bhupalapalli.

Performance Indicators at a Glance
Sl.
No.
Indicators Unit 2005-06 2004-05 2003-04 2002-03 2001-02
01. Production
a) Open Cast (Lakh Tonnes) 234.27 223.29 205.40 204.28 170.64
b) Underground (Lakh Tones) 127.11 129.74 133.36 128.08 137.47
c) Total (Lakh Tonnes) 361.38 353.03 338.54 332.79 308.11
02. Off-take (Lakh Tones) 354.47 348.25 339.41 334.79 311.85
03. Stock of Coal (Lakh Tones) 14.13 7.34 2.62 3.65 5.86
04. Output per Manshift (Tonnes) 1.75 1.62 1.47 1.55 1.34
05. Manpower (Nos.) 86025 91970 93722 97053 99442
06. Net Sales (Rs. Lakhs) 362910 341373 317865 314183 294902
07. Net Profit before Tax (Rs. Lakhs) 33249 57601 50399 41172 32630
08.
Accumulated
Profit/Loss
(Rs. Lakhs)
17642
(Profit)
19060
(Profit)
2815
(Profit)
8045
(Profit)
26077
(Loss)
09. General Reserve (Rs. Lakhs) 30000 20000 10000 - -
10. Equity Share Capital (Rs. Lakhs) 173320 173320 173320 173320 173320
11. Long-term Debt (Rs. Lakhs) - - 13356 23813 53333
12. Net Wroth (Rs. Lakhs) 206392 210973 182786 175575 136113
13. Capital employed (Rs. Lakhs) 217571 190311 153464 151439 159194
14.
Contribution to
Exchequer
-State Government (Rs. Lakhs) 55818 51543 49818 45976 36456
-Central Government (Rs. Lakhs) 23225 26369 23547 5594 4160
15. Earning per share Rs. 1.06 2.08 0.84 2.41 1.76
16. Debt - Equity Ratio (Ratio) 0.00:1 0.00:1 0.08:1 0.14:1 0.31:1
17.
Capital Turnover
Ratio
(Times) 1.67 1.79 2.07 2.07 1.85
18. Cost of Sales to Sales (percentage) 90.84 83.13 84.14 86.90 88.94
19.
Debtors as No. of
months sales.
(Months) 0.38 0.44 0.71 0.81 1.15

PRODUCTION:
Production Graph
0
50
100
150
200
250
300
350
400
2001-02 2002-03 2003-04 2004-05 2005-06
The SCCL has been consistently expanding its mining activities and
increasing the coal output from year to year. Table-1 reveals that there has been
constant increase in the production of the coal. It can be seen that the production of
SCCL has been increased from 2.38 Lakhs tones in 2005-06 by registering a
growth of 36.14%.
PRODUCTIVITY:
Productivity is considered to be a more reliable indicator of efficiency than
absolute production. The productivity figures as indicated by output per man shift
are computed for the last 6 years period. The table has shown that there is no
significant improvement productivity during the period under study. The
productivity of SCCL increased from 1.35 tones in 2001-02 to 1.74 tones in 2005-
06 by registering a growth of 28.8% the reasons for the low growth are low
productivity.

Productivity Graph
0
0.5
1
1.5
2
2001-02 2002-03 2003-04 2004-05 2005-06
SALES:
The Sales of SCCL in 2001-02 is Rs.294902 Lakhs; in 2005-06 is 362910
Lakhs which represent a growth of 24.42%. This high growth in sale and due to
increased demand for coal by various industries.
Sales Graph
0
50000
100000
150000
200000
250000
300000
350000
400000
2001-02 2002-03 2003-04 2004-05 2005-06
INVESTMENT:
The investment in SCCL has been showing an increasing tendency during
the last 10 years period. The amount of investments in SCCL increased from
Rs.32743.6 Lakhs in 1995-06.

EMPLOYMENT:
The SCCL is one of the leading organizations providing large employment.
The number of employees in SCCL decreased from 99442 in 2001-02 to 86025 in
2005-06. The employment positioning SCCL shows there is a significant rate of
fall in employment this shows the increasing productivity of employees.
Retrenchment of Employees
75000
80000
85000
90000
95000
100000
105000
2001-02 2002-03 2003-04 2004-05 2005-06
No.ofEmployees

CONTRIBUTION OF EXCHEQUER:
The public enterprises are expected to contribute revenue to the exchequer
by ways of taxes, cost and royalty. The SCCL has been contributing huge amounts
to the State and Central Government.
The table show that the contributed to the State Government increased from
Rs.36456 Lakhs in 2001-02 to Rs.55818 Lakhs in 2005-06.
Contribution to State Government
0
10000
20000
30000
40000
50000
60000
2001-02 2002-03 2003-04 2004-05 2005-06
Contribution to Central Government
0
5000
10000
15000
20000
25000
30000
2001-02 2002-03 2003-04 2004-05 2005-06
The contributed to the Central Government increased from Rs.4160 Lakhs
in 2001-02 to Rs.23225 Lakhs in 2005-06.

LANDMARKS / MILESTONES OF SCCL
A. Discover of Coal : 1871
B. Commencement of Machine Mining : 1989
C. Introduction of Machine Mining : 1994
D. Introduction of Incentive Scheme : 1951
E. Introduction of Electric Lamps : 1953
F. Introduction of Frame Proof Mining Machine : 1954
G. Commencement of Opencast Mining Projects : 1975
H. Road Header Side Dump Loaders, Load Haul
Dumpers : 1981
I. Longwall Face : 1983
J. Introduction of First 132/33 KVA Substation : 1984
K. Introduction of Computers : 1986
L. Introduction of Walking Dragline in
Opencast Mines : 1986
M. Introduction of French Blasting Gallery Technology : 1989
N. Introduction of Input Crushing & Conveying
Technology in opencast mining : 1994
O. Introduction of Re-Structuring capital base : 1994
P. Re-Structuring package : 1989-99
Q. All time record production of trade union : 1999-2000
R. All time record production of 29.556 million tones : 1999-2000
S. All time record of 302 : 1999-2000
T. Introduction of H-tech information
system (Internet) : 1999-2000

ORGANIZATION STRUCTURE
The successful performance of any institution depends to a large
extent upon its organizational structure. In a structural sense, an organization may
be defined as ” The process of identifying and grouping the work to be performed,
defining and delegating responsibility and authority and establishing relationship
for purpose of enabling people to work more effectively together in accomplishing
organizational objectives”.
A sound organization structure is a prerequisite for efficient
management of the organization. It provides the frame work for carrying the
activities of the organization and fulfilment of its objectives. If the organization
structure is not designed the functioning of the organization becomes difficult and
ineffective.
A terse definition of organizational structure might therefore be “The
way in which the work is organized and control is exercised”. It can also be
defined as “A system of roles relationships (established or on-going),
responsibilities, and power, authority, accountability and communication
channels”.
For the purpose of understanding the organizational structure of
SCCL an attempt has been made here to discuss briefly its organizational
structure.
The organizational structure of SCCL has been briefly discussed in
three phases as mentioned below:
(A) Organization Structure at Corporate level
(B) Organization Structure at Area level
(C) Organization Structure at Mine level

(A) ORGANIZATION STRUCTURE AT CORPORATE LEVEL:
The SCCL is a public sector undertaking jointly managed by both state and
central governments. The overall authority for the management of the SCCL is
vested with the Board of Directors, which lay down the general policies of the
company. The board of SCCL is comprised of 10 members including the
Chairman and Managing Director.
The Chairman and Managing Director, who is the executive head of the
SCCL is appointed by the government of Andhra Pradesh from among the senior
officers by the Indian Administrative Service (I.A.S) from Andhra Pradesh. He is
the administrative head of SCCL and responsible for the overall performance of
the SCCL. In discharging his functions he is assisted by the various executives like
the Director(Operations), Director(Planning and Project), Director(Finance),
Director(Personnel, Administration and Welfare), Director(Electrical and
Mechanical), Chief Medical Officer, Chief Security Officer and Company
Secretary.
(B) ORGANIZATION STRUCTURE AT AREA LEVEL:
In SCCL, an area comprises of a group of mines. For production and
administrative purpose, the SCCL is divided into 10-decentralised areas. Batch
area is under the administrative control of a General Manager, who is responsible
for the achievement of production targets, maintenance of industrial relations,
provision of welfare facilities and safety measures in mines. The General Manager
is the charge of area with centralized power and administrative production, safety,
transport, planning, stores, medical and health states of the area. He is assisted by
Deputy General Manager (Electrical and Mechanical), Deputy General Manager
(Mining), Finance Manager (F&A), Manager (Training), Superintendent Engineer
(Civil) and Personnel Manager in discharging his responsibilities.
(C) ORGANISATION STRUCTURE AT MINE LEVEL:
The organization structure of mining activities at the mine level shows that
the Colliery Manager is the overall in charge of the operations of the mine. He is

accountable to the General Manager of the area through the Deputy General
Manager (Mining). He is responsible for all the activities in the mine. The Colliery
Manager is assisted by the Deputy Manager, Welfare Officer, Under Manager,
Safety Officer & Executive Engineer/Assistant Engineer, and Pit Officer Assistant.
PERSONNEL DEPARTMENT
RECRUITMENT CELL
PERSONNEL MANAGEMENT
WELFARE WING
INDUSTRIAL RELATIONS.
1. PERSONNEL DEPARTMENT:
The Corporate Personnel Department is functioning under the overall
control and guidance of Director (P, A&W) with CGM (Personnel) as Head of the
Department. There are five wings in Corporate Personnel Department, which are
under the charge of a senior officer namely, Industrial Relations, Personnel
Management, Recruitment, Welfare and Executive Establishment. The CG.M
(Personnel) will oversee and coordinate the functions in each wing.
The Personnel Department is playing key role in streamlining industrial
relations, personnel policies and in implementing all the measures being initiated
by the Management as part of bringing about reforms in the Company in the
changed scenario in Coal Industry. This process entails involving constant
communication with workmen and dealing with unions in a fair and transparent
manner with a view to make them agree to the proposed measures. All the policies
relating to promotions/transfers, upgradations, punitive actions are carried out in a
transparent manner so as to create credibility of the management in the perception
of the workmen. Constant efforts are also being made to improve the existing
systems so as to keep pace with the changes by focusing on key result areas like
improving discipline among workmen, minimising flash strikes, taking action
against chronic absentees etc..

2. RECRUITMENT CELL:
For filling up of regular and backlog vacancies in the executive and non-
executive cadres, action was taken to conduct recruitment tests and selections were
made on the basis of merit and AP Rules of Reservation as issued by Govt. of
Andhra Pradesh from time to time. In all fairness, selections are being held giving
total weightage to accuracy and transparency. Entire process of recruitment is
being carried almost totally on computer and the procedures being followed are
fool-proof and the results are announced on the same day.
Besides the recruitment of personnel, the Recruitment Cell analyses the
matters to be put up to Andhra Pradesh Legislature Committees on Welfare of
Scheduled Casts/Scheduled Tribes/BCs and also National Commission for SCs
and STs. The Reservation Roster Registers in respect of appointment of various
categories are being maintained. The Recruitment Cell is also taking necessary
steps for arranging Walk-in-Interviews to fill up Medical Specialist vacancies.
Special Drive recruitments are also taken up for filling up of the backlog SC/ST
vacancies.
It is also to be noted that for conducting a recruitment test on a large scale
like that of Welfare Officer Trainee, a lot of preparatory work, right from the stage
of issue of circular to the stage of offering appointment to the selected candidates,
has been undertaken by Recruitment Cell officials. It is heartening to note that not
withstanding the large number of candidates aspiring for employment in the
Company, all efforts are being taken to ensure error-free conduct of written test
and without any scope for leakage of question papers, copying or unfair practices
in the evaluation of answer sheets. In fact, the whole process has been
computerized minimizing the human intervention to the bare minimum.
3. PERSONNEL MANAGEMENT WING:
The Personnel Management wing deals with the service matters of all
NCWA employees. Apart from implementation of various decisions taken by the
Management in the form of Settlements or administrative circulars, one of the

major issues being dealt by this wing arranges for adjusting surplus manpower by
posting them in the needy areas.
Placements/promotions/upgradations in respect of NCWA employees from
monthly grade ‘C’ and above will be handled by Personnel Management wing
based on the proposals submitted by Area authorities and other Heads of
Departments in Corporate.
Besides the above, processing of resignations of employees, rectification of
pay anomalies, grant of study leave/extraordinary leave, processing of various
representations forwarded by the Government authorities/Public representatives,
sanction of approved allowances to employees as per eligibility, conveyance
reimbursement, preparing replies to Parliament/Legislature questions pertaining to
Personnel Department, etc. are handled by this Wing.
4. WELFARE WING:
The Welfare Wing is implementing all the provisions relating to the welfare
of employees as decided by the Management.
The major functions carried out by Welfare wing are processing the cases of
dependants for employment and Monthly Monetary Compensation (MMC),
chalking out programme for conduct of Sports and Games in the Areas as per the
Sports Calendar and selection of Singareni Teams for participation in CIL
Tournaments, chalking out welfare related programmes like identification of
Special Welfare Amenities Programmes (SWAP) in the workmen colonies,
following up with Insurance companies for settlement of claims under Janata
Personal Accident Insurance Scheme, Family Benefit-cum-Insurance Scheme and
production of various Teleplays, interviews with workmen/officers through
Communication Cell for telecast through local ‘Siti Cable’ to bring about
awareness about the activities of the Company among the workmen and their
families so that there will be positive attitudinal change.
The Welfare Wing will also organize Scouts and Guides activities through
“Singareni Collieries District Association, Khammam” by involving the children

studying in Company schools and also in other schools in coalfield areas. This
Wing also undertakes processing of applications of the children of the employees
for sanction of merit scholarships @ Rs.6, 000/- per year for admission of their
children in Medicine and Engineering courses through EAMCET.
5. INDUSTRIAL RELATION WING:
The core function of this wing is to plan and evolve strategies to meet the
situations arising out of industrial unrest in the mines and departments severally
and combinely.
This wing, under the overall guidance of Director (P, A&W)/ CGM
(Personnel), enters into joint discussions with unions, handles strike notices,
industrial disputes, court cases, finalisation of settlements with unions, wage
revisions at JBCCI level, age disputes, disciplinary actions, elections to the Trade
Unions through secret ballot, framing and implementation of Voluntary
Retirement (Golden Handshake) Schemes from time to time, complying with
various provisions of labour legislations, etc.
HUMAN RESOURCES DEVELOPMENT DEPARTMENT
The focus of HRD is enabling people to self actualize through a systematic
process of developing their existing potentialities and creation of new ones,
unfolding and tapping potentialities of people in the present and in the future. As
this department is concerned with present as well as future prospects of the
employee, they feel secured and the employee’s are3 well motivated to perform
their jobs efficiently. The functions of this department are
Identifying Trade Unions.
Training programs as per statutory and non-statutory.
Processing training programs.
Processing training programs include approval, correspondence to internal
and external authorities and physical arrangement for training, organizing,
feedback and evaluating the training.

♦ HRD provides statutory books by arranging Telugu translation for
supervisors.
♦ Types of training programs are In-house, External and Foreign.
CADRE OF PERSONS TRAINED NUMBER
Non-executives 10852
Executives 1588
Trainees 132
Electrical Section 203
HEMM Operators 199

Total Presentations given by the trainees in one year ... 12
Project work facilities provided ... 254
In-house training program’s ... 43
Executives sent to foreign countries ... 23
Computer training given for Executives ... 181
Computer training given for Non-executives … 286
Practical training given to the students on mining diploma … 762
INDUSTRIAL ENGINEERING DEPARTMENT:
SCCL is pioneer in introduction of Scientific Management Techniques.
Industrial Engineering Dept started in 1950s with IBCONS Consultants. IED of
SCCL is the oldest in the Mining Industry and is older than IE Professional Body
Indian Institution of Industrial Engineering.
IED is pioneer in scientifically establishing Jobs Standard, Crew Sizes and
Job Evaluation in the Coal Mining which helped the Company in improvement of
Productivity over the Years and evolved for the first time various Performance
Parameters for measurement of Productivity/Performance of various Groups,
Mines and Company for monitoring.
Designed and introduced Productivity linked Wage Incentive Plans
developed on scientific basis for the first time in the Mining Industry. Played vital
role in Computerization of Pay Roll and Materials Management System
Provided Consultancy Service to the M/s. Coal India Limited is M/s.
APMDC in Industrial Engineering. On request of AP Transco, made a presentation
about the role and functioning of Industrial Engineering in SCCL. This enabled
them to start the IE function in their organization.

The scope of IED is:
1. Work Study
2. Methods Study
3. Systems Study and Improvement
4. Job Standards and Work Norms Development
5. Optimal Crew Sizes determination
6. Development of PERT Charts for various tasks (Maintenance, Erection,
District Preparation etc…)
MANPOWER:
Wage Cost constitutes major component of Total Production Cost. Hence to
contain the Cost continuous monitoring of the Manpower Resources is given top
priority by the Company right from the beginning for Optimal Utilization of
Manpower.
♦ Manpower Assessment
♦ Manpower Planning
♦ Skill Sets Requirement
♦ Redeployment
♦ Transfers
♦ Promotions
♦ Performance Monitoring
♦ Identifying surplus Manpower and introduction of VRS
♦ Advance Planning of Manpower of various skills
In Board of Directors Meetings of the Subsidiaries of Coal India Limited,
the Productivity Linked Incentive Schemes in operation in SCCL are being quoted
and the management of these companies are approaching for know how from
SCCL.

At their request, MCL, WCL and CCL have already been supplied with
necessary inputs by IED SCCL on this issue.
SAFETY:
Employees feel secured if the company looks after the safety of the
employees. Hence they are motivated to work more efficiently.
Workers are provided with helmet, shoes, safety lamps, co-detectors
and oxygen meters for those who are working in underground mines.
For each mine one safety officer is present.
One rescue team covers 3 areas.
At each rescue station, rescue training is given to workers.
If a worker is found to be unfit, then monetary compensation is
provided.
Ex-gratia will be is given for workers killed in accidents in mines.
The Board of Directors of Singareni Collieries approved the
implementation of safety policy with the following objects.
(1) To continuously review all safety practices and to improve and
update them as and when the changed circumstances demand.
(2) To ensure that everyone in the organization is aware of the safe
working conditions and follows them in day-to-day work.
(3) To develop the skills of the employees – as a skilled worker can only
be a safe worker.
(4) To constantly evaluate the personal protective equipment available in
the market and supply them to the employees and train them in their
proper use.
(5) To reduce the accident rates to the barest minimum, and to achieve
zero accidental potential being the ultimate aim.

.
MAIN HOSPITAL
Hospital facility is provided to the SCCL employees. This is provided so
that the employees are motivated to perform more efficiently as the company is
taking care of them and their family members. Main Hospital is established in
1942. One main hospital, 6 Area Hospital at Areas and 40 Dispensaries at
colonies (Kothagudem – 9, Ramagundam – 11, Srirarampur – 13, Bellampalli –
6 and Bhoopalapalli – 1) having 1008 beds and 36 nos. (3+33) of ambulances
are working to cater the needs of the employees and their families.
Main/Area Hospitals are equipped with ambulance facility. The medical
services are provided round the clock i.e., 24 hours. The Hospitals are
environmental friendly and declared as the plastic free zone.
Main Hospital is having specialists in all disciplines like Orthopedics,
chest, Surgery etc besides microbiologist and biochemist. Depending on the
seriousness of the illness, patients will be referred to Main Hospital or to super
specialty hospitals as the case may be. Food facility is provided for the patient
and one attendant. The Main Hospital is maintaining one nursing school.
The Company is having Health Department in each area to look after the
maintenance of sanitation.
EDUCATION SOCIETY:
Education facility is provided to the children of the SCCL employees.
This is provided so that the employees are motivated to perform more
efficiently as the company is taking care of them and their family.
Two Colleges (one Degree College and one Junior College for women at
Kothagudem) and 17 high schools are maintained by the Singareni Collieries
Education Society.

Welfare Amenities
The SCCL is taking all possible measures to provide welfare amenities to
its employees, particularly in the fields of health, sanitation, residential
accommodation, education to workers’ children, supply of water, lying of
roads, improving health awareness among employees and their families
through communication cell, sports and games to provide recreation in addition
to various Social Security Schemes.
Housing
As on 30.11.2005 there are 47,656 quarters existing in all the areas of the
Company. 4517 quarters are under construction. The Housing satisfaction is
57.79%.
Dependant Employment:
Dependant Employment is being provided to the dependants of Ex-
employees died in harness / declared medical unfit as per NCWA provisions
subject to availability of vacancies. As per various settlement, 253 nos. of
dependants provided employment during the year 2005-06 (November, 2005).
In the financial year 2002-03, a settlement was arrived at on 08.03.2002
with the Recognized Union on payment of Monetary Compensation in lieu of
dependant employment under Company Voluntary Retirement Scheme (VRS
on health grounds). There are about 3067 dependants waiting for employment
under Company VRS. Out of which, 2858 cases have been settled as on
30.11.2005 for payment of monetary compensation / lumpsum payment of 24
months’ wages last drawn in lieu of dependant employment.

MONTHLY MONETARY COMPENSATION (MMC) / LUMPSUM
PAYMENT:
The Scheme of MMC has been implemented in lieu of Female
Dependant Employment in respect of the cases of Death / Board Medical Unfit
arose from 02-10-1991, in accordance with the Memo. of Settlement dated 31-
07-1997. As per the guidelines of JBCCI implementation, the claims are being
received from areas for settlement of MMC, as on 30.11.2005, 1680 claims
have been settled and sanction of Payment Orders released to pay the
beneficiaries @ Rs.3,000/- per month in case of Death in harness and
Rs.4,000/- per month in case of Fatal / Mine Accident.
As per the MOS dated 21-06-2001 we have been receiving the claims for
payment of Lumpsum amount of Rs.3 Lakhs in lieu of Dependant Employment
/ MMC, in respect of the cases of Death / Board Medical Unfit pertaining to the
period 01-01-1998 to 31.12.2000. As per the guidelines stipulated therein, 3179
No. of lumpsum claims have been settled as on 30.11.2005.
Subsequently, recently, the scheme of Rs.3 lakhs lumpsum amount has
been extended to the cases of Death / BMU pertaining to the year 2001 i.e.,
from 01.01.2001 to 31-12-2001 vide Circular No.CRP/PER/IR/S/ 520/6273,
dated 19.07.2002. The last date for submission of claims is 30-09-2002.
Further, vide Circular NO.CRP/PER/IR/S/S/520/534, dated 13.03.2003,
the scheme for payment of lumpsum amount of Rs.3 lakhs has been extended
to the cases of death / Board Medical Unfit pertaining to the year 2002 i.e. from
01.01.2002 to 31.12.2002. Subsequently, the scheme has been extended for the
period from 01-01-1998 to 31-12-2005

CHAPTER III
RECRUITMENT AND
SELECTION PROCEDURE IN
SCCL

RECRUITMENT
Definitions:
Recruitment is the discovery of potential candidates for actual or
anticipated organizational vacancies or from another
perspective; it is a linking activity bringing together those with
jobs to fill and those seeking jobs.
Recruitment is the process of seeking out and attempting to
attract individuals in an external labour market who are capable
of and interested in filling available job vacancies.
Recruitment is searching for and obtaining potential job
candidates in sufficient numbers and quality so that the
organization can select most appropriate people to fill its job
needs.
Recruitment is the process of acquiring applicants who are
available and qualified to fill positions in the organization.
Recruitment is the process of finding and attracting capable
applications for employment. The process begins with new
recruits are sought and ends when their applications are
submitted; the result is a pool of applications from which new
employees are selected.

Recruitment is a process to discover the Source of manpower to
meet the requirement of the staffing Schedule and to employ effective
measure for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working force.
Recruitment can be viewed as 'positive' and 'negative' activity.
Recruitment is a process of researching for prospective employees and
stimulating and encouraging them to apply for job in an organization,
it is termed, 'positive’ in that it stimulate people to apply for jobs in
increase that 'hiring ration' i.e., the number of applicants for a job.
Selection tends to be 'negative' because it rejects a good member of
those who apply, leaving only the best to be hired.
All organizations, whether large or small do engage in recruiting
activity, though not to the same extent. This differs with the size of
the organization, the employment conditions in the community where
the organizations is located, the effects of past recruiting efforts which
show the organization's ability opt locate and keep good performing
people.
OBJECTIVES OF RECRUITMENT:
1. To attract a person with multi-dimensions skills and experience
that suits the present and future organizational stages.
2. To infuse fresh at all levels of the organisation.
3. To develop an organizational culture that attracts people to the
company
4. To anticipating and find people for a position that does not exist
yet.
5. To search for talent globally and not just within the company and
head hunt people whose skills improve company's values.

THEORIES REGARDING RECRUITMENT
RECRUITMENT IS TWO WAY STREET:
It takes recruiter and a recruitee: It takes a recruiter and a
recruitee recruiter has a choice whom to recruit and whom not; a
Prospective employee has to make the decision usually on three
different basis the objective factor, critical contact and subjective
factor.
1. “The objective factor theory” views the process of organizational
choice and evaluates a set of measurable characteristics of
employment offers such as pay, benefits, location, nature of
work, etc.
2. “The critical contact theory” suggests that the typical candidate
is unable to offer in terms of objective or subjective factors,
because of his limited or very shot contact with the organisation.
Choice can be made only when applicant perceives the factor
such as behaviour of recruiter, nature of the physical facilities
etc.
3. “The subjective factor theory” emphasis the congruence between
personality and the image of the organisation i.e., choice are
made on a highly personal and emotional basis.

CONSTRAINTS LIMIT THE FREEDOM OF MANAGER TO RECRUIT:
No employer could ever freely choose the “best candidate because
various forces impinge upon such selection. Such constraints are.
1. The image of the organisation.
2. The unattractive job
3. Internal organisational policies
4. Government influence
5. Union Requirement can restart recruiting sources.
STEPS IN RECRUITMENT PROCESS:
Personnel recruitment process involves five elements such as
1. A recruitment policy.
2. A recruitment organization
3. A forecast of manpower.
4. The development of sources of recruitment
5. Different techniques used for utilizing sources and a method of
assessing the recruitment programme.
RECRUITMENT POLICY:
Recruitment policy of any organization is derived from the personnel
Policy of the same organization. Recruitment policy is part of
personnel policy. Recruitment policy by itself should take into
consideration the Government's reservation policy, policy regarding
sons of soil, etc. personnel policies of other organization’s regarding
merit internal sources, social responsibility in absorbing minority
sections, women etc.

The factors to be considered in formulating recruitment policy
are
1. Government Policies
2. Recruitment sources
3. Recruitment needs
4. Recruitment costs
5. Personnel policies of other competing organizations
6. Organizations personnel policies.
A well considered and pre-planned recruitment policy based on
corporate goals, study of environment and the corporate needs, may
avoid hasty or ill-considered decisions and may go long way to
manage the organization with the right type of personnel." The
recruitment policy is concerned with quantity and qualifications of man
power."

PLACE OF RECRUITMENT IN SELECTION SYSTEM
EXTERNAL
SOURCES
EMPLOYEE
REFERALS
ADVERTISING
SCOUTING
EVALUTING
FOR
SELECTION
UPGRADING
IN SAME
POSITION
TRANSFERRING
TO NEW JOB
PROMOTING TO
HIGHER
RESPONSIBILITIES
PLACING
NEW
EMPLOYEES
ON JOB
SELECTING
QUALIFIED
PERSONNEL
PERSONNEL
HUMAN
RESOURCE
PLANNING
RECRUITING
NEEDED
PERSONNEL
DEVELOPING
SOURCES OF
POTENTIAL
EMPLOYEES
SEARCH FOR
POTENTIAL
EMPLOYEES
EVALUATING
RECRUITING
EFFECTIVENESS
INTERNAL
SOURCES
PERSONNEL
RESEARCH
JOB
POSITIONING

RECRUITMENT IN ORGANISATION:
There is no general procedure for hiring new personnel, which is
applicable to all business enterprises. Each enterprise has its "tailor-
made" procedure, which brings it the desired quality and quantity of
manpower at the minimum possible cost. The most commonly adopted
practice is to centralize the recruitment and selection function in a
single office. The staff personnel are attached to it and functions
concerned with the office are:
1. Establishing employment standards.
2. Making initial contact with perspective employees
3. Conducting final interviews
4. Testing and conducting physical examinations
5. Filling out necessary forms and record keeping
6. Introducing the employee to his superior and follow-up the
employee. 'Recruitment remains the line responsibility as far as
the personnel requisition forms are originated by the line
personnel:
SOURCES OF RECRUITMENT:
Before an organization activity begins recruiting applicants, it
should consider the most likely source of the type of employee it
needs. The sources may be Internal and External.
INTERNAL SOURCES:
These are the sources within organization pursuits, most obvious
sources. This includes personnel already on the pay roll of an
organization. Whenever any vacancy occurs, somebody from within
the organization is upgraded, transferred employees; retrenched,
retired employee’s dependents of disabled, deceased employees.

MERITS:
1. It improves the morale of employees and promotes loyalty among
employees for it gives them a sense of job security and
opportunities for advancement.
2. Employees are fully aware of its policies and know it operation
procedures and they require little training.
3. Employer can better evaluate the progress and experience of
those presently employed and is relied upon
DEMERITS:
1. It leads to inbreeding and discourage new blood from entering an
organization.
2. Since the learner does not know more than the lecture, no
innovations can be made. For the jobs, which require original
thinking such as advertising, style, designing, this practice is not
followed.
3. Capable hands may not be chosen as promotion is based on
seniority.
EXTERNAL SOURCES:
These are sources outside organizational pursuits. These usually
include new entrants to the labours force, i.e., young inexperienced
potential employees like the college students.
The unemployed with a wide range of skills, abilities.
Retired experienced persons such as mechanics, machinists, welders,
and accountants. Other such as married women and persons from
minority groups

MERITS:
1. External sources provide the requisite type of personnel having
skill, training and education and up to the required standard.
2. Selection can be made without distinctions of caste, sex or colour
3. In the long run, this source proves economical because potential
employees do not need extra training.
4. Cost of employees can be minimised because, employees so
selected are generally placed in minimum pay scale.
DEMERITS:
This system suffers from "brain drain", especially when
experienced persons are raided or hunted by sister concerns.
METHODS OF RECRUITMENT:
The possible recruiting methods are direct, Indirect and Third
Party.
DIRECT METHODS:
These include sending 'travelling recruiters' to educational and
professional institute. Employee's contacts with public and manned
exhibits, widely schools other direct methods include Sending
recruiters to conventions and seminar and using mobile offices.
INDIRECT METHODS:
This involve mostly advertising in Newspaper, on the radio,
Television, in trade and professional journals, Technical Magazines and
brochures advertising is very useful for recruiting blue-colour and
hourly workers, scientific, professional and technical employees.

THIRD PARTY METHODS:
These include the use of commercial or private employment
agencies, placement offices of schools, colleges and professional
associations, recruiting firms, management consulting firms,
indoctrination seminars for college professor, and friends and
relatives.
PRIVATE EMPLOYMENT AGENCIES:
These are brokers who bring employers and employees together.
They charge a small fee from an applicant. They specialize in specific
occupations, salesmen, technical workers, accountants, engineers,
executives and computer staff which enhance to develop proficiency in
organization.
STATE OR PUBLIC EMPLOYMENT AGENCIES:
These also known as employment or labour exchanges are the
main agencies of public employment. The government set up public
employment exchanges in the country to provide information about
the vacancies to the candidates. The employment exchange
(compulsory notification or vacancies) Act 1959 makes it obligatory for
public and private sectors enterprises in India to fill certain types of
vacancies through these exchanges. These agencies provide services
in getting jobs.
SCHOOLS, COLLEGES AND PROFESSIONAL INSTITUTIONS:
The companies that need employees maintain with the guidance
counsellors of Employment Bureaus and Teachers of business
Vocational subjects.
Professional organizations or recruiting firms or executive recruiters:

1. These maintain information about employed executives.
2. Employ "executive search firms" to help them find executive
talent.
3. These firms recommend persons of high calibre for managerial
marketing and production engineers post.
INDOCTRINATION SEMINARS FOR COLEGES PROFESSORS:
Are arranged to discuss the problem of companies and
employees. Professors are invited to take part in these seminars &
visits to plants are arranged to impress the professors who help in
getting the required personnel by speaking well of a company.
EMPLOYEE REFERRALS:
Friends and relatives of present employees are good source from
which employees may be drawn. Some companies maintain a register
of former employees whose record was good to contact them are new
job opening for which they are qualified. The defect of this method of
recruitment is that is encourages nepolism, i.e., persons of one's
community or caste are employed, who may or may not fit for the job.
COMPUTER DATA BANKS:
When a company desires a particular type of employee, job
specifications and requirements are fed into a computer, where they
are marched against the resume data stored. Their output is a set of
resumes for individual who met the requirements. This method fills
positions, which call for an unusual combination of skills.
The best management policy regarding recruitment is to take
first within the organization if it fails, external recruitment must be
lacked.

RECRUITMENT PRACTICES IN INDIA:
The different source for recruitment in India has been classified
thus.
1. Within the organization
2. Badily or Temporary Workers
3. Employment Agencies
4. Casual Callers
5. Advertisements, and
6. Labour contractors
7. Applicants introduced by friends and relatives in the
organization.
The methods used to recruit employees are:
1. Casual callers or employment seekers.
2. Advertisement - External and Internal
3. Employment exchanges
4. Displaced Persons
5. Central Training Institute
6. Other Public Undertakings
7. Relatives and friends
In India for recruitment of Industrial labour are in Traditional
methods. The use of jobbers, sanders, and macadam's etc, employees
relatives and dependents and undertakings own labour force etc., and
contract labour are still used for getting labour in textile industry, for
building and construction industry, of canals, building of dams, roads,
etc.
RECRUITMENT PRACTICES IN INDIA AND ELSE WHERE:
Under the Apprentices Act, 1961, Young Craftsmen having
received pre-employment Training in Industrial Training Institute have
to be employed by special industries during their training period as a

percentage of the total number of regular employees. Reservation of
25% of vacancies for caste and scheduled tribes candidates and
prudential treatment of persons is a part of state requirement of
Government and Public employment in India.
In U.S.A. for sources of applicants are most used in obtaining
workers-direct applications at the company office, public employment
recommendations and private employment agencies are the sources
used. On campus recruiting and above methods are used for recruiting
and above methods are used for recruiting scientific, professional and
technical employees.
SELECTION:
It is concerned with securing relevant information about an
applicant. Information is secured in a number of steps. The objective
of selection process is to determine whether an applicant meets the
qualifications for a specific job and choose the applicant who is most
likely to perform well in that job.
Selection processes typically follow a standard pattern, beginning
with the traditional selection process includes: preliminary screening
interview, comprehensive interview, background investigation,
Physical examination and final employment decision to hire.
SELECTION POLICY:
While formulating a selection policy, organizational
requirements, technical and professional dimensions of selection
procedure should be considered, technological issues, cost factors,
extent of formality etc., an effective policy must assert the "why" and
'what" aspects of the organizational objective.

STEPS, INITIAL OR PRELIMINARY INTERVIEW OR SCREENING:
1. RECEPTION, INITIAL OR PRELIMINARY INTERVIEW OR
SCREENING:
Is usually conducted by a special interviewer who should be kind
courteous, respective and informal. This interview is essentially a
sorting in which both the prospective applicants and the organizations
elicit the necessary information. If candidates meet with the
requirements of the organization, he may be selected, also rejected.
2. APPLICATION BLANK - A FACT - FINDER
That helps one learning about an application's background and life
history.
The blank provides preliminary information on-
a) Biographical data (Name, father's name, age, sex, date of birth,
etc.)
b) Educational Attainment (professional, Technical, correspondence
courses subjects offered and grades secured)
c) Work experience.
d) Salary - demanded
e) Personal items (hobbies, extra-curricular activities)
Four types of information can be gathered from Application Blank
First. Judgements on substantive matters; second, previous progress
and growth, third applicant's stability, fourth, to predict which
candidate succeeds on the job.

3. INTERVIEW: To explore the facts and get at the attitudes of the
applicant and his family to the job. An interview "is a conversation
with a purpose". An interview is an attempt to secure maximum
amount of information from the candidate concerning his suitability for
the job under consideration. Different types of interview are used to
elicit the required information. It should be made more reliable and
valid.
4. PHYSICAL EXAMINATION: Certain jobs require unusual
stamina, strength or tolerance of hard working conditions. A physical
examination reveals whether or not a candidate possesses these
qualities. The basic purpose is to place persons in jobs. Which they
can handle without injury or damage to their health. It prevents the
employment of those who suffer from some type of contagious
disease, physically unfit, contents of physical.

CHAPTER IV
RECRUITMENT
PROCEDURES IN SCCL

RECRUITMENT AND SELECTION PROCESS IN SCCL
S.C.C.L. has a large man power of about 86,360. It is felt that
the present manpower is on high side in S.C.C.L with reference to
available resources. Therefore it is being felt necessary now to
gainfully employ the existing manpower.
However as a part of manpower planning for future recruitment
and growth of the organization, the recruitment is an essential
function. This would also take care of the gap in essential and skilled
category of posts due to death, medically unfit and retired employees.
Planning for people is important with job requirements, specified
secure skills and capabilities. Apprenticeship development is a means
of meeting future demands for skilled workers in any industry. Modern
economics require very limited quantities of raw manpower.
Man power planning is the process (including forecasting,
developing, implementing and controlling) by which an industry
insures that it has the right for which they are economically most
useful before going in for recruitment. User Department or the
Company or the Industry should critically examine the requirements of
Staff/employees based on scientific studies.
Internal Recruitment, Direct Recruitment and backlog
Recruitments are being undertaken in S.C.C.L in the recent past; in
S.C.C.L by and large recruitment is mostly restricted to technical and
skilled employees only to entry level posts, either in the executive or
in the non-executives cadres. S.C.C.L has its own recruitment cell.

EXECUTIVE CADRE: Jr. Executive Trainee (E & M), JET (Civil) JET
(EDP) Mining Graduate Trainee Asst. Industrial Engineer, Specialist
Doctors, General Duty Medical Officer, Jr. Accounts Officer, Jr. Estates
Officer
NON-EXECUTIVE CADRE:
Jr. Mining Engineer Trainee/Over Man Trainee, Asst. Foremen
Trainee, Tradesman Trainee and Paramedical Staff.
To go in for recruitment to the post in executive cadre, there are
approved executive cadre recruitment rules. However, in respect of
posts in NCWA cadre, by a large, on going practices for over decades
have become procedure and guidelines for recruitment.
THE EXECUTIVE CADRE RECRUITMENT RULES AS BELOW IN
NUTSHELL:
Normally recruitment will be made at the executive entry level in
different disciplines keeping in view the recruitment from rime to time.
Recruitment at other levels also to be resorted to at the discretion of
the management.
Normally general recruitment will be resorted to every year after
the man power budget is approving by the board for the succeeding
year.
Depending upon the recruitment for executive/Non-Executive
posts, advertisement will be released in the daily newspaper apart
from notifying to the employment exchanges at I.T.D.A.’s
Such applications received in response to such
notification/advertisement will be short-listed at the time of scruiting
to a maximum ratio of 1:10 an the bases of merit and/or stipulated
experience as the case may be Recruitment for entry level posts can
be resorted to through open advertisement or campus interview or
both depending upon the requirement in any discipline, form time to

time at the discretion in any discipline, form time to time at the
discretion and approval of C & MD.
Qualifications for various entry-level posts are a application to
the external and internal candidates stipulated in the schedule - I of
these rules.
Age: Normally to all entry level posts where the minimum
qualification is a degree the age limit is 28 years and where the
qualification with PG diploma or PG Degree or double graduate with PG
diploma or CA/ICWA/ACS and competency certificate holders, the age
limit is 30 years. However upper age limit is 30 years. However upper
age limit for the post general duty medical officers in
specialist/doctors in 45 years. Such age with be reckoned as on 1st
Jan, of the year in which the advertisement is released. The age
relaxation in respect of SC/ST and BC’S will be accordance with the
Govt., A.P. Rules, i.e., live years as on date the minimum age as per
Mines act is 18 years. However to apply to the various posts, there will
no age bar for internal candidates.
The rule of reservation provided SC, ST BC, PH and woman
candidate will be in accordance with the G.O. Ms.No.65 Dt:15.02.1997
of Govt. of Andhra Pradesh. However, the management is pursuing
with the Govt., to consider our proposal and relax the percentage of
reservation to women in S.C.C.L Further as per ordinance NO.6/99
and Rules there on Scheduled Caste categorization and reservation
are being followed in time to time.
Normally on receipt of applications in response to our
advertisement the User Department still scrutinize the same.
Recruitment cell in turn release call letters for written test/interview to
the applicants whose applications are found accepted in scrutinizing to
the candidates to enable them to received and attend the selections.

WRITTEN TEST/INTERVIEW:
Normally the test paper will be of 200 objective type multiple
choice question bank at random on computer maintaining top secrecy
and under the light security immediately after the test, the answer
sheets of the candidate will be coded confidentially and the data would
be processed through computer and the performance of the
candidates in order of merit will he generated the marks attested to
written test and interview (Normally all NCWA posts) The marks
allotted to written test and 100/150 and the selection is based only on
written test, Roll No. Vise marks lists will be generated immediately
and displaced on Notice Board.
However where interview follows the written test the candidates
will be called for interview in 1:3 ratio as per roster points of A.P rule
of reservation in order of merit as per their performance in the written
test. After interview, the marks obtained in written test for 200
questions are appropriated to 85% and the marks obtained at the
interview for 15% will be added and thus the final percentage of
marks out of 100 will be arrived at and the Roll No. Wise marks lists
will be generated and displayed on the Notice Board on the same
day/Night.
Instead of written test, practical test/ endurance test would be
held in selections to the posts of DP operator trainees, Drivers, Badlies
as the case may be.
The qualifying marks for selection of candidates in respect of
executive and non-executive cadre will be as follows:

Caste Executive Cadre Non-Executive
OC 40% 30%
BC 35% 25%
SC/ST 25% 15%
In the event of SC/ST candidates not coming up for selection
with minimum prescribed marks. Their selection shall be considered
on the basic of their rank with reference to performance in the test
irrespective of marks secured 33.35% of posts will also be reserved to
internal candidates and how ever the minimum qualifying marks will
be applicable commonly to internal & external candidates.
Finally the selection list will be prepared to fill up the regular and
backlog vacancies in order of merit and rules of reservation. On
approval of the lists by C and M.D., respective candidates will be
served with provisional offer of appointment order. The remaining
candidates in order of Merit would be on panel and would be
considered against the candidates not reported/reported and found
medically unfit for the post in response of provisional.
Appointment order, even in such case, the employment would be
offered to the next eligible candidate in order of merit against such
roster point. In this process if candidates in respect of vacancies as
per roster are not available in the selections, such vacancies would
become Backlog and for which, irrespective of vacancies, recruitment
is resorted through a special recruitment drive to fill up Backlog
vacancies.
Rosters thus maintained will be inspected personally by people’s
Representative Committee of A.P. legislative Assembly/Social Welfare,
Department and suggest methods and verify the caste certificates
submitted by the candidates against each roster point.

Any relaxation to the rules in exceptional cases shall be with the
approval of the C & MD.
RECRUITMENT OF WOMEN EMPLOYEES IN S.C.C.L.:
This is to confirm that Rule of reservation in the matter of direct
recruitment in accordance with the guidelines receive from the Govt.
of A.P has been implemented from time to time. In the matter of
direct recruitment reservation to women to the extent of 1/3% will be
implemented in respect of categories to which they are equally suited
along with men. However in the categories of direct recruitment to
certain posts it may not be possible reservation for the following
reasons.
S.C.C.L being a mining industry and nature of jobs being hazardous
and the work atmosphere in coal mining area differs from a factory or
with administrative offices, which are non-conductive to the safety of
women.
Several restrictions have been imposed under Mines Act, 1952
regarding employment of women in Mines.
The posts are inter changeable between Administrative officer
and Mines and hence employment to women in these posts is not
possible. In view of the constraints explained, the posts identified to
which direct Recruitment is resorted to and women cannot be
employed are Mining Discipline - Under Managers, Mining Graduate
Trainees, Jr.Mining Engineer Trainee, Overman etc.

E & M discipline : Jr. Executive Trainees, Excavation
Personnel, and Foreman.
IED disciplines : Asst. Industrial Engineering
Personnel Department : Welfare Officer Trainee
Exploration Department : Geologist Trainee.
Survey Department : Mines Surveyor, Mine Trainee
Post identified to which direct recruitment are resortedto and
women can be partially employed.
CLERICAL CADRE: With regarded to recruitment to the cadre, it may
not be possible to provide reservation upto 33.33% in accordance with
the Government orders since the posts are operated in all Mines and
certain departments where women employment is restricted.
Therefore, the reservation to women is extent of 5% of total strength.
CIVIL DEPARTMENT: Posts like Engineers, Supervisors, Overseers,
Work Inspectors, etc., entails out door work and requires supervision
at remote places and in odd hours, so only 5% of employment is
provided.
SELECTING OF TRADE APPRENTICES IN S.C.C.L.:
The training of skilled Tradesman in about 15 Trades in S.C.C.L.
has been designed in a systematic way. The young men who complete
their craftsmen course at Industrial Training Institutes are recruited
and drafted as apprentices in the Mines. Workshops and other
connected departments in compliance with the Apprentices Act, 1961,
Apprenticeship training has come to be recognized and the most
effective and efficient way of imparting shop floor training in S.C.C.L.
in order to learn a skill.

The different Trades in which the act apprentices are recruited
and trained in S.C.C.L. are:
Electrician (Mines)
Fitter
Turner
Machinist
Mechanic - Mill Wright
Draughtsman (Civil)
Draughtsman (Mech)
Mechanic (Tractor)
Mechanic — Diesel
Mechanic — Diesel
Refrigeration and Air conditioning
Welder
Molder
Carpenter
Plumber
QUALIFICATION FOR ENGAGING AS ACT APPRENTICE:
Age - Not less than 14 years - desirable above 18 years.
Should have passed 10th Standard (S.S.C.)
Should have undergone craftsman training in the respective trade
in I.T.I. and pass in AITT (for craftsman) and possess National
Trade Certificate Period of Training as Act Apprentices in the
company and for Trainees under company training is one year. The
company will pay stipend for all the trainees during the period.

RECRUITMENT OF ACT APPRENTICES:
As per the required quota of apprentices are recruited once or
twice in a year during Feb/March, or Aug/Sept. The recruitment is
done in three regional at Kothagudem, Ramagundam and Bellampalli
for their respective areas.
The recruitment of Trainees is held in faired systematic way
through computerization. On receiving the list of sponsored candidates
from the employment exchanges, principles of Government I.T.T.S.,
the candidates are informed by a call letter to submit their bio-data,
attested copies of certificate and willingness to work in the company.
Written test and the candidates are selected. In every designated
Trade, the management for backward class, SC, ST’S, reserves
training places. Selection is based on merit, caste reservation, local,
non-local consideration etc selected candidates. Are medically
examined for physical fitness by colliery Medical Officer and Medically
fit candidates are issued appointment order stipulating the clauses
(term and conditions) of the appointment on verification of their
original certificates.
S.C.C.L. has training of apprentices under the Company Training
Scheme introduced in 1976 to import the tradesmen trainers the
desired skill training is on the job training. The recruitment process
followed is same as the Recruitment of Act Apprentices on successful
completion of the company Training Scheme. The tradesman trainees
are absorbed as Helper/ Trainees in regular trade. At the time of
reporting the candidate shall execute a contract of agreement and
should serve the company for a period of minimum three years after
his training.

Number of manpower Recruitment
During 2001-2006 in SCCL
Cadre 2001-02 2002-03 2003-04 2004-05 2005-06
Executive 122 5 55 71 114
Non-Executive 130 11 18 252 184
The overall recruitment of manpower in S.C.C.L during 01-04-
2005 to 31-03-2006 is 298

CHAPTER V
DATA ANALYSIS AND
INTERPRETATION

1. What is the source of recruitment?
Feedback of Recruitment & Selection, table 5.1
Employees
S.No Methods Executive
Non-
executive
Total
1 Internal -
15
(30.00)
15
(30.00)
2 External - - -
3 Both
25
(50.00)
10
(20.00)
35
(70.00)
Total
25
(50.00)
25
(50.00)
50
(100)
Source: Compiled from questionnaire data
Interpretation:
From the above analysis the most of the respondents i.e. 70%
are responded to the recruitment sources are internal and external
and 30% responded for the internal.
Hypothesis:
Let the null hypotheses (Ho) < E is the sources of recruitment of
employees in both internal and external and the alternative
hypotheses (HA) is O > E is the source of requirement of employees is
only of internal.
Testing:
The calculated is (E) greater than the total value (O) so null
hypothesis is accepted.

2. What is the upper age limit to recruit the employees for whom
degree is his requisite qualification?
Employees
S.No Methods Executive Non Executive Total
1
21 Years
- - -
2 25 Years 3
(6.00)
15
(30.00)
18
(36.00)
3 28 Years 15
(30.00)
9
(18.00)
24
(48.00)
4 32 Years - - -
5 35 Years 7
(14.00)
1
(2.00)
8
(16.00)
Total 25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
The analysis indicates that most the age limit of the employees
is between 25 – 28 are recruitment mostly and maximum age limit is
35 years for some posts.
Hypothesis:
Let the null hypothesis (Ho) O < E is the upper age limit to
recruitment the employees is between 25 – 28 years and alternative
hypothesis (HA) O > E is the upper age limit to recruit the employees
is 35 years.
Testing:
The calculated value (E) is greater than the table value (O) so
null hypothesis is accepted.

3) What it the method of recruitment?
Employees
1 Direct -
2
(4.00)
2
(4.00)
2 Indirect
14
(28.00)
10
(20.00)
24
(48.00)
3
Employment
Exchange
8
(16.00)
12
(24.00)
20
(40.00)
4 Consultancies -
1
(2.00)
1
(2.00)
5
None of the
above
3
(6.00)
-
3
(6.00)
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
From the above table observed that 48% of the respondents
responded to indirect method and 40% responded to the employment
exchange method 6% for none of the above, 4% for direct methods
and 2% for the consultancies methods of recruitment.
Hypothesis:
Let the null hypothesis (Ho) O < E is the upper age limit to
recruiting the employees is indirect method, employment exchange.
And the alternative hypothesis (HA) O > E is the method of recruiting
employees is direct and consultancies method.
Testing:

4) Time taken to announce result after conducting exam
Feedback of Recruitment & Selection, table5.4
Employees
Non
Executive
Total
1 One day
25
(50.00)
19
(38.00)
44
(88.00)
2 Three days -
5
(10.00)
5
(10.00)
3 Six days -
1
(2.00)
1
(2.00)
4 9 days - - -
5 1 year - - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
The above analysis indicates that most of the respondent i.e.,
88% responded for the time taken to announce result after conducting
exam is one day and 10% responded for three days and 2%
responded for six days.
Hypothesis:
Let the null hypothesis (Ho) O < E is the time taken to announce
the results after conducting exam is one day and three days and
alternative hypothesis (HA) O > E is the time taken to announce
results after conducting exam is six days.
Testing: The calculated value (E) is greater than the table value (O)
so null hypothesis is accepted.

6) The process of recruitment in SCCL
Employees
Non
Executive
Total
1 Notification
15
(30.00)
20
(40.00)
35
(70.00)
2 Scooting - - -
3 Advertising
10
(20.00)
5
(10.00)
15
(30.00)
4 Riding - - -
5 Reference - - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
The above analysis indicates that 70% of the respondents
responded that the process of recruitment in SCCL is through
notification and 30% responded for advertising.
Hypothesis:
Let the null hypothesis (Ho) O < E is the process of recruitment
in SCCL is through notification and the alternative hypothesis
(HA) O > E is the process of recruitment in SCCL is advertising.
Testing:

8) Why do you prefer public sector unit (PSU) like SCCL rather
than private sector.
Employees
Non
Executive
Total
1
Job
Security
10
(20.00)
15
(30.00)
25
(50.00)
2
Retirement
benefits
10
(20.00)
8
(16.00)
18
(36.00)
3
Career
growth
2
(4.00)
-
2
(4.00)
4
All the
above
3
(6.00)
2
(4.00)
5
(10.00)
5
None of
the above
- - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
I observe from above analysis most of the respondents i.e. 50%
of responded for why public sector rather than private sector is job
security and 36% of responded for retirement benefits and 4% for
career growth and other 10% for all the above.
Hypothesis: Let the null hypothesis (Ho) O < E is why do you prefer
public sector unit like SCCL rather than private sector is job security
and retirement benefits and alternative hypothesis (HA) O > E prefer
public sector rather than private sector is career growth
Job security
is 50%
Retirement
benefits is 36%
Career growth
is 4%
All the above is 10%

9) What is your perception over 2-days selection?
Employees
Non
Executive
Total
1 Excellent
20
(40.00)
18
(36.00)
38
(76.00)
2 Very good
4
(8.00)
5
(10.00)
9
(18.00)
3 Good
1
(2.00)
2
(4.00)
3
(6.00)
4 Average - - -
5 Poor - - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
The above analysis indicates that most of the i.e. 76% of the
respondents responded no their your perception per two days
selection is excellent and 18% responded to very good and 6%
responded to good.
Hypothesis:
Let the null hypothesis (HO) O < E is employee’s perception over
two days selections excellent and very good and the alternative
hypothesis. (HA) O > E employees perception over two days selection
is good.
Testing:

10) Present duration of selection process?
Employees
Non
Executive
Total
1 One day
10
(20.00)
15
(30.00)
25
(50.00)
2 2 days
5
(10.00)
4
(8.00)
9
(18.00)
3 3 days
4
(8.00)
3
(6.00)
7
(14.00)
4 4 days - - -
5 5 days
6
(12.00)
3
(6.00)
9
(18.00)
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
This analysis indicates that most of the respondent i.e. 50%
responded for the duration of selection process is one day and 18%
responded for 2 days and 14% responded for the 3 days and 18%
responded for 5 days.
Hypothesis:
Let the null hypothesis (HO) O < E is present duration of
selection process is between 1 day to 2 days and the alternative
hypothesis (HA) O > E is duration of selection process is between 3
days to 5 days.
Testing:

11) Are you satisfied with present recruitment procedure
regarding dependent employment?
Employees
1
Fully
satisfied
16
(32.00)
-
16
(32.00)
2 Satisfied
7
(14.00)
5
(10.00)
12
(24.00)
3 Good
2
(4.00)
10
(20.00)
12
(24.00)
4 Dissatisfied -
10
(20.00)
10
(20.00)
5
None of
the above
- - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
This analysis indicates that most of the respondent i.e. 32%
responded on are you satisfied with present recruitment procedure
regarding dependant employment is fully satisfied and 24% responded
for good another 20% responded for dissatisfied.
Hypothesis: Let the null hypothesis (HO) O < E is most of the
employees are satisfied with the present recruitment procedure
regarding dependant employment and alternative hypothesis (HA) O >
E is some of the employees are not satisfied with the present
procedure regarding dependant employment.
Fully satisfied
is 32%
Good is
24%
Satisfied
is 24%
Dissatisfied
is 20%

12) Recruitment & selection is impartial and not influence by any
outsiders recommendations including politicians.
Employees
1 Fully satisfied
16
(32.00)
-
16
(32.00)
2 Satisfied
7
(14.00)
5
(10.00)
12
(24.00)
3 Good
2
(4.00)
10
(20.00)
12
(24.00)
4 Dissatisfied -
10
(20.00)
10
(20.00)
5
None of the
above
- - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
This analysis indicates that 70% of the respondents are
responded to strongly agree and 16% responded for agree and 6%
responded for undecided and 6% responded for disagree and 2%
responded for strongly disagree.
Hypothesis: Let the null hypothesis is most of the employees agreed
that the selection and is employees is impartial and not influenced by
outside recommendation. And alternative hypothesis is some
employees disagreed with this opinion.
Fully satisfied
is 32%
Good is
24%
Satisfied
is 24%
Dissatisfied
is 20%

13) Is there any provision of dependant employment in case of
death and other accidents?
Employees
1 Yes
16
(32.00)
17
(34.00)
33
(66.00)
2 Sometimes
5
(10.00)
6
(12.00)
11
(22.00)
3 Rare cases - - -
4 No - - -
5 Cannot say
4
(8.00)
2
(4.00)
6
(12.00)
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
Above analysis indicates that mot of the respondents i.e., 66%
responded for yes and 22% responded for sometimes and 12%
responded for cannot say.
Hypothesis:
Let the null hypothesis is SCCL has that provision for dependent
employment in case of death or other accidents and alternative
hypothesis is there is no provision is maintained in case of death and
accident.
Testing:
66%
22%
12%

14) Ratio of selection in SCCL
Employees
1 3:10
10
(20.00)
9
(18.00)
19
(38.00)
2 1:3
10
(20.00)
11
(22.00)
21
(42.00)
3 3:20 - - -
4 Both a & b
5
(10.00)
5
(10.00)
10
(20.00)
5 None of these - - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
I observe from the above analysis most of the respondents i.e.,
42% responded for 1:3 and 38% and 20% responded for 1:3 and
3:10.
Hypothesis:
Let the null hypothesis is the ratio of selection of employees in
SCCL is for written exam 3:10 for interview and alternative hypothesis
is the ratio of selection of employees is SCCL in 3:20.
Testing:
3:10 is
38%
1:3 is
42%
Both a &
b is 20%

15) What is the over all opinion about the existing recruitment &
selection process.
Employees
S.No Methods Executive Non Executive
Total
1 Excellent
20
(40.00)
5
(10.00)
25
(50.00)
2 Very good
4
(8.00)
10
(20.00)
14
(28.00)
3 Good
1
(2.00)
5
(10.00)
6
(12.00)
4 Average -
5
(10.00)
5
(10.00)
5 Poor - - -
Total
25
(50.00)
25
(50.00)
50
(100.00)
Interpretation:
Above analysis indicates that most of the respondents i.e. 50%
responded for excellent and 28% responded for very good and 12%
for good and 10% responded for average.
Hypothesis:
Let the null hypothesis is most of the employees of SCCL are
satisfied with the existing selection and recruitment process and
alternative hypothesis is some of the employees are not satisfied with
the present procedure of recurrent process.
Testing:
Excellent 50%
Average10%
Good12%
Very good28%

CHAPTER VI
CONCLUSION AND
SUGGESTIONS

CONCLUSIONS
1. The organization is following all the rules of government of
India in mattes relating to Recruitment and selection
procedures including reservation in the services.
2. Polices adopted by SCCL are transparent, legal and
scientific.
3. Recruitment and selection is fair.
4. Recruitment in SCCL is normally advertised in papers and
Recruitment cell will scrutinize them and release call letters
for written test and interview.
5. The rule of reservation provided for SC, ST, BC, PH and
women candidates will be in accordance with the
G.O.Ms.No.65 of Govt. of A.P.
6. 33.33%of posts will also be reserved to internal candidates.
7. In the matter of direct recruitment, reservation to women
to the extent of 33 ½ % will be implemented.

SUGGESTIONS
Recruitment policy is satisfactory in SCCL but the periodicity of
recruitment is being more which needs to be reduced.
Communication, personal and technical skills need to be tested for
employees covered under NCWA.
The age limit of general duty medical officers and specialist
doctors must be reduced 40 years so that their services can be
used for a long time.
Group discussions are to be reintroduced for those who appear for
the executive posts.
Day-to-day changes taking place elsewhere can be implemented
in conducting the selections.
Present system of providing self employment opportunities to the
employee sons/daughters are very good and may be providing
some more benefits to them on the merit basis.
Preference is to be given in the case of employee children’s at the
time of the recruitment.

Present system or providing campus recruitment and selections
for selecting talented students and other technical professionals is
good and it is to be continued in future also.
The qualifications regard to the each post shall we standardized
and they shall not be changed unless warranted.
Better to introduce computer based information system to do the
manpower planning and recruitment and also assess the exact
manpower and future manpower requirement to perform the
operation smoothly.
Advanced planning is needed to fill vacancies, which require the
specialised skills.
The existing two-day selection system to filling-up vacancies is
very good it will be continued in the future also.

APPENDIXES
QUESTIONNAIRE
BIBLIOGRAPHY

QUESTIONNAIRE
1. What is the source of recruitment? ( )
a) Internal B) External c) both
2. What is the upper age limit to recruit the employees for whom
degree is his requested qualification? ( )
a) 21 Years b) 25 years c) 28 years d) 32 years
e) 35 years
3. What is the method of recruitment? ( )
a) Direct b) indirect c) Direct Employment Exchange
d) Consultancies e) none
4. Time taken to announce result after conducting exam ( )
a) 1 day b) 3 days c) 6 days d) 9 days e) One year
5. The recruitment of new employees covers the following areas
a) production b) operation c) functional
d) strategic e) all the above ( )
6. The process of recruitment in SCCL ( )
a) Notification b) Scooting c) advertising d) riding
e) Reference
7. The process of selection in SCCL ( )
a) Application b) written exam c) interview
d) medical test e) all the above

8. Why do you prefer public sector unit (PSU) Like SCCL rather than
private sector ( )
a) Job security b) retirement benefits c) career growth
d) none of the above e) all the above
9. What is your perception over 2-days selection ( )
a) Excellent b) very good c) good d) average e) poor
10. Present duration of selection process ( )
a) One day b) two days c) three days d) four days
e) five days
11. Are you satisfied with present recruitment procedure
regarding dependant employment ( )
a) Fully satisfied b) satisfied c) good
d) dissatisfied e) none of the above
12. Recruitment selection is impartial and not influenced by one out
sides recommendations including politicians. ( )
a) Strongly agree b) agree c) undecided d) Disagree
f) strongly disagree
13. Is there any provision of dependant employment in case of
death and other accidents? ( )
a) yes b) some times c) rare cases d) no
e) cannot say
14. Ratio of selection in SCCL ( )
a) 3:l0 b) 1/3:2/3 c) 3:20 d) both a & b e) none of these
15. What is over all opinion about the existing recruitment
selection process? ( )
a) Excellent b) very good c) good d) average e) poor

RECRUITMENT
NAME :
DESIGNATION :
AGE :
WORKING AREA :
Experience :
QUALIFICATION :

BIBLIOGRAPHY
Essentials of HRM and IR - P.Subba Rao.
Dynamics of Industrial Relations - C.B.Memoria & Memoria.
Personal Management - C.B.Memoria.
Research Methodology -C.R.Kothari.

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