Recuitment Project 2016-1

A
PROJECT REPORT ON
“ RECRUITMENT & SELECTION ’’
AT NALCO
Submitted by:
KIRAN MINZ
Enrolment No-1403030090900060
Roll No/Reg. No- 1403030090900060
in partial fulfillment o f the requirement
for the award of the degree
Of
MASTER IN COMMERCE
IN
HUMAN RESOURCE MANAGEMENT
[ SESSION: 2014-2016 ]
Under the guidance of:

Dr. Sujit Kumar Acharya Mr. Subhasis Panda
Asst. Professor, Business Admin Dy. Manager (HRD)
DDCE, UTKAL UNIVERSITY CAPTIVE POWER PLANT (CPP)
NALCO, ANGUL
CERTIFICATE
This is to certify that the project report titled “RECRUITMENT &
SELECTION AT NALCO” is the bonafide work of “KIRAN MINZ” who
carried out the project work under my supervision.
SIGNATURE SIGNATURE
FACULTY GUIDE CORPORATE GUIDE
Dr.Sujit Kumar Acharya Mr.Subhasis Panda
Asst. Professor, Business Admin Dy. Manager (HRD)
DDCE, UTKAL UNIVERSITY CAPTIVE POWER PLANT (CPP)
NALCO, ANGUL
ACKNOWLEDGEMENT
I am grateful to the DGM(H&A) and AGM(H&A) for giving me the
permission for doing the project work at CPP, NALCO, Angul.
I express deep sense of gratitude to Mr. Subhasis Panda, Dy.

Manager (HRD, CPP) NALCO, Angul whose consistent guidance and
supervision made it possible to complete my training and project
work at CPP, NALCO, Angul.
I am much obliged to Mr. Amitav Padhi, DM(HRD) for providing

guidance whenever it was needed.
I am thankful to Prof. & Senior Faculty (HR) OF DDCE, my guide for her
constant suggestions and her valuable guidance in preparing this
report.
I am also extremely thankful to my other faculty members of DDCE ,

UTKAL UNIVERSITY and friends for their help on various ways to
complete this difficult task.
Finally, I sincerely express my gratitude to all the staff of the Training

department and all the employees S&P Complex, NALCO, for their
cooperation and help extended to me without which I would not
have been able to complete this project.
KIRAN MINZ
ENROLMENT NO : 1403030090900060
DDCE , UTKAL UNIVERSITY, BBSR.

DECLARATION
I hereby declare that the project titled “Recruitment and Selection” is an

original
piece of research work carried out by me under the guidance and
supervision of
Mr. SUBHASIS PANDA . The information has been collected from
genuine & authentic sources. The work has been submitted in partial
fulfillment of MASTER IN COMMERCE of DIRECTORATE OF
DISTANCE & CONTINUING EDUCATION,UTKAL
UNIVERSITY,BHUBANESWAR
Place:
Date:
CONTENTS
CHAPTER-1
1.1 Introduction to the study

1.2 Objective of study
1.3 Methodology
1.4 Limitations
CHAPTER-2
BRIEF OF NALCO
About Organisation
2.1 Company Profile
2.2 Landmark event
2.3 Nalco in Brief
2.4 Organisation Chart
2.5 Nalco at a Glance
2.6 Mission & Vision
2.7 Future Business Plans Of The Organization
2.8 Manpower Statistics

2.9 Nalco Products
2.10 Objectives Of NALCO
2.11 Special Features
2.12 Human Resource
2.13 HR Policies of Nalco
2.14 HRM Philosophy Of NALCO
CHAPTER-3
3.1 RECRUITMENT AND SELECTION PRACTICES AT NALCO
CHAPTER-4
4.1 DATA ANALYSIS
CHAPTER-5
Suggestion & conclusion
QUESTIONNAIRE
BIBLIOGRAPHY
CHAPTER-1
INTRODUCTION
1.1 Introduction
The development of any nation is largely dependent upon the

availability of natural resources and skilled manpower to utilize these
resources in the developmental process. Procession of qualitative
manpower is the precondition for any nation to progress. Human
beings can be resource only when they have productive use.
Hence, in its comprehensive sense, human resource refers to energy,
skill, talent and attitude in human beings that can be put into
productive use and nation building. The importance of development
of human resources is clearly vindicated by Japan, which with
limited natural resources has been able of energies as a leading
industrial nation in the world.
The survival and growth of any organization require five M5. Man,
Money, Material, Machinery and management. Among these, Man
is the principal asset of every organization. If human resources is
given proper attention, organization can achieve its objective easily.
So a developed human resources (Knowledgeable and skilled
manpower) is the basic requirement of all organizations.
Need for the study
Personnel are the main ingredient in any organization. The right

person at the right job contributes tremendously to the growth of an
organization. Therefore, the job of placing the right man at the right
job itself is a very important and selection of personnel and its
success in implementing if plays a major role in its smooth functions
and constant growth and ensure its survival in the competitive
environment.
1.2 Objectives of the study
Objective of the study was precisely concentrated upon the

following points:
1. To know the recruitment policy, procedure and different

type of recruitment method have been formulated and
carried out in NALCO.
2. To collect information and measure the effectiveness of
recruitment procedures in NALCO.
3. To know the recruitment needs of the organization is
identified.
i. Evaluating the recruitment and selection procedure of
one.
ii. Examining the effectiveness of recruitment and
selection procedures at one.
iii. To provide suggestion for improving the effectiveness of
the selection & selection procedure at one.
1.3 Methodology:
This study was conducted keeping an eye to the above stated

objectives. The survey has based on the following.
Survey of secondary data:
Information and data were collected from various reports, Annual

report, policy papers, booklets and the upto data records
maintained in the organization.
1.4 Limitations:
i. Lack of sufficient published materials.

ii. Confidential nature of information pertaining to certain
aspects of the study.
iii. The study incorporates all limitation that are inherent in the
published in information.
CHAPTER-2
BRIEFS OF NALCO
ABOUT ORGANISATION
NALCO
A jewel in the crown
NOW A NAVARATNA COMPANY
With a consistent track record in capacity utilization,

technology absorption, quality assurance, export performance and
committed manpower, with excellent teamwork NALCO has
emerged as India’s leading Aluminum Company. NALCO has been
contributing significantly to the State and Central Government
exchequers over the years through increased production and
consistent posting of profits. With its second phase expansion,
involving an investment of over Rs.5000 crore which is nearing
completion, the company is all set for third phase expansion.
Besides, plans are afoot for Greenfield projects in countries like
Indonesia, South Africa and Iran.
With time, all these remarkable achievements have translated
into another creditable title for NALCO, now a Navaratna Company
from 28th April 2008.
NALCO presents its special gratitude to the Government of India and
Orissa for their continuous support and guidance through 28 year
long journey.
The vision to be a reputed global Company in the Metals and
Energy sectors is not far off.
DETAIL BACKGROUND OF NALCO:
Following the discovery of large reserves of Bauxite ore in the

east coast and the preliminary project work done by Bharat
Aluminum Company Limited, NATIONAL ALUMINIUM COMPANY
LIMITED was set up as a Public sector enterprise under Ministry of
Mines by the Government of India in 1981 to implement one of the
largest multi-locational integrated Aluminum projects of the world
with its own Captive Power Plant and Port Facilities. The technical
collaboration of Aluminum Pechiney of France, the support of Euro-
dollar loan from a consortium of International Banks and the special
dis- pensations of the Government of India and the Govt. of Orissa
helped to implement the project expeditiously within the budgeted
cost of Rs.2408 crore.
In order to strengthen its business and increase market share,

NALCO has been pursuing expansion programmes on a sustained
basis. The first phase expansion was taken up in the year 2002
involving fresh investment of 3900crore. NALCO has taken over
International Aluminum Products Ltd. (IAPL), a wholly owned
subsidiary of NALCO w.e.f. March 2000 with the project cost of Rs.385
Crores having capacity of 50,000 TPY of aluminum alloy coils sheets.
Soon after the completion of the first phase expansion, the

company has launched its second phase expansion, commencing
in October 2004, which involves fresh investment of more than Rs
5000 crore. The project is nearing completion. The company is now
planning 3rd phase expansion with an investment of Rs 6000 crore,
which will increase its production capacity.
PLANT LOCATION:
While the Corporate headquarters of your Company is located

at Bhubaneswar, the capital city of Orissa, its mining operation and
the manufacturing units are located at Damanjodi and Angul.
Damanjodi, in Koraput district of Orissa, is 550 km by road to south of
Bhubaneswar. Angul is 160 km from Bhubaneswar on north. It may be
useful for you to get some general information on Damanjodi and
Angul which are the main centers of your Company’s activities.
Damanjodi
Introducing Koraput, the Gazetter of India writes: “Koraput with
the rolling mountains, undulating meadows, roaring rapids,
enchanting waterfalls and terraced valleys leading up to verdant
hills, feasts the eye as few other districts can. Koraput with her golden
autumn and misty mornings of the monsoon months, her painted
spring and slumbering summer and her writer ranging from fierce to
mild, provides varieties of living in different seasons, which is rare
elsewhere. Here in Spring, nature and men vie with each other to
make living joyous”.
Damanjodi, where Nalco has established its Alumina Refinery

and a township, is one of the picturesque valleys of this beautiful
district, on the foothills of Panchapatamali hills. The plateau of
Panchapatmali, where the Bauxite mine of Nalco is located is
connected by a 16 km. long uphill road. Damanjodi is 12 km. from
Simliguda, a small town located on the National Highway No.43,
that connects Vajayanagaram of Andhra Pradesh with Raipur of
Madhya Pradesh. The Sunabeda township of Hindustan Aeronautics
Limited is 18 km. from Damanjodi. Koraput town, the Headquarter of
district, is 36 km. from Damanjodi. The nearest rail station at
Vijayanagaram is at a distance of 135 km. There is of course a
passenger rail service from Koraput to Visakhapatnam through the
most enchanting hilly terrains of Araku valley and Anantagiri.
Damanjodi is also connected by bus service from Berhampur,
Cuttack, Bhubaneswar, Angul and Sambalpur. The native
population of Damanjodi mostly consists of tribals. The important
tribes in this area are Gadaba, Paraja, Kandha, Koya & Sunki. The
traditional occupation of the local population has been cultivation
and allied agricultural activities. Tribals here live a simple and poverty
stricken life, deeply rooted to their primitive customs and traditions.
The month long celebration of Chaitra Parva in April-May is one of
the most important festivals of local tribal communities. Here the
weather is very pleasant round the year with maximum and
0 0
minimum temperature ranging between 34 and 30 C. The rains
during June to September, could be a bit irritating – The average
rainfall during the year is above 1624 mm. Nalco township at
Damanjodi is a well planned one. Apart from 2968 dwelling units, the
township has market complexes, community centers, clubs,
swimming pool, playgrounds, parks, a 30 bedded well equipped
modern hospital, guest houses, trainees’ hotels etc. The township has
its own Post Office, Police Station and Banks. There is an English
medium school offering CBSE courses. This school is run by Delhi
Public School Society. An Oriya medium high school is run by
Saraswati Vidya Mandir. Both the schools, because of their facilities
and standard of teaching, have become attractions even to
outsiders.
Bauxite Mine:
Nalco Nagar, Angul

Nalco Nagar is situated within 5 km. of Angul town. Angul was
once a feudal state with a chequered history of palace intrigues
and wars with neighboring states. In 1847 the state was confiscated
on account of the rebellion against the British by the then ruling chief
Somanath Singh. Thus, Angul passed under the British rule earlier
which spread to many other parts of Orissa.. Angul became a district
headquarter in 1994.
Angul has comparatively a dry climate. The summer months can turn
uncomfortable and very hot, sometimes with the mercury touching
0
47 C.
Angul today is a fairly big and bustling town on the National
Highway No.55 which is the main Highway connection Bhubaneswar
with Raipur, Sambalpur, Sundargarh & Rourkela. Nalco has
established its Smelter Plant, the Captive Power Plant and its
township close to the National Highway. The place is easily
accessible from Cuttack and Bhubaneswar by road and rail.
Local population, till the advent of industries, basically depended on

agriculture for livelihood. Today in the vicinity of Angul a large
number of industries have come up. The other important industries in
and around this place are Fertilizer Plant of FCI, Heavy Water Plant of
Atomic Energy Commission, Talcher Coal Mines of Mahanadi
Coalfields Limited and two Thermal Power Plants of NTPC.
Establishment of Nalco and other industries have brought about
accelerated growth to the trade, commerce and ancillary industries
in the district.
The Nalco Township known as Nalco Nagar is modern and well

planned. In addition to 3679 dwelling units and trainees’ hostel with
403 rooms, Nalco Nagar has many civic facilities like community
centers, clubs, stadium, swimming pool, market complexes etc. Your
Company has established here a 50-bedded hospital with ultra
modern facilities. As in case of Damanjodi, there is an English
medium Delhi Public School and an Oriya medium Saraswati Vidya
Mandir offering excellent educational facilities to the employees’
children upto 10+2 standard.
It is important to note that due to the establishment of the

Company, its plants and townships, many local families were
displaced or lost parts of their lands in Damanjodi and Angul sectors.
The Company has paid adequate compensation to the affected
families at the time of acquiring the land and further as a matter of
social obligation, has been providing employment and business
opportunities to the members of the displaced families on
preferential basis.
The Company has also been implementing various periphery

development programmes at considerable cost to improve the
quality of life of the people living in the surrounding villages. Yet for
various social, political and economic reasons, sometimes
discontentment and agitations among local people noticed against
the Company. These are sensitive situations which need very careful
handling. NALCO has never offend the local sentiments. Rather,
always strive to play a constructive role in day to day interactions
with local people to help in developing a climate of harmonious
relationship and peaceful co-existence.
The integrated complex has five main segments:
Segment Initial Capacity Capacity Location

Capacity under first after second
phase phase
expansion Expansion
Bauxite 24,00,000 48,00,000 63,00,000 tpy Panchpatm

Mine tpy tpy ali in
Koraput
Alumina 8,00,000 15,75,000 21,00,000 tpy Damanjodi

Refinery tpy tpy in Koraput
Aluminium 2,30,000 3,45,000 4,60,000 tpy Angul

Smelter tpy tpy
Captive 720 MW 960 MW 1200 MW Angul

Power Plant
Port 2200 tph 2200 tph Visakhapatn
Facilities am (AP)
(Ship
loading
rate)
Alumina Refinery:
The 21,00,000 tpa energy-efficient Alumina Refinery, having three
parallel streams of equal capacity, is located in the picturesque
valley of Damanjodi. The Refinery provides alumina to the
Company’s Smelter Plant at Angul and exports the balance alumina
to overseas markets through Visakhapatnam Port.
Smelter Plant :
The 4,60,00 tpa capacity Aluminum Smelter, located at Angul in
Orissa, is based on advanced technology of smelting and pollution
control. Smelter Plant has three main processes Electrolytic reduction
(Pot line), Anode Plant (Carbon Area) & Cast House.
27 ANODES/HR
SMELTER FLOW DIAGRAM
BAKING FURNACE
CPC & PITCH
VCU GREEN ANODE
1235KG RODDED ANODE
ALUMINA,
150 ANODES/ SHIFT
BATH & ALUMINIUM FLUORIDE
POWER FROM CPP
ATV
2MT TAPPING EVERY
32/HR PER POT
180KA POT
DC POWER
POT SHELL
ALUMINA 45T/35T HOLDING FURNACE

SILO
FURNACE
ALUMINA
ALUMINA
4 X 13,500MT
ALUMINA
MTT
STACK
CAST HOUSE
FUME TREATMENT
DESPATCH
ALUMINA WAGON FROM

DAMANJODI
Pot Lines:
The main process area of Smelter is the Pot line. At Nalco Smelter,
there are three pot lines. Each pot line has 240 pots. Fourth pot line is
under commissioning. Out of 240 pots of fourth pot line already 120
pots have already commissioned, rest pots will be commissioned by
this year end.
Industrial electrolyticcell POT

Aluminium fluoride
Alumina feeding system

Anode Liquid Metal
Liquid bath
Side ledge
Collector Bar
Insulating Bricks
Steel Casing
Figure 1 - Industrial electrolytic cell
Cathode
Production of Aluminium in Electrolytic cell (Pot)
LIQUID ALUMINIUM
D.C.Energy.
1000 KG.
13600 KWH
Electrolytic bath.
CARBON.
430kg
CO2
ALUMINA. 650Nm3
1920 kg
2Al 2 03 + 3C 4 Al + 3 CO2
Bath = (AlF3,3NaF) +11.5% AlF3 +Other Components.
cryolite.
Carbon Area:
It consists of mainly three areas namely 1.Anode Paste Plant, 2.
Anode Baking Furnace, 3.Anode Rodding Shop. In the green anode
plant carbon paste is manufactured from calcined petroleum coke
and coal tar pitch. The formed anodes are baked in the baking
furnaces to obtain necessary mechanical strength and electrical
conductivity. The baked anodes are sent to Rodding shop where the
anodes are fitted with stem bracket assembly.
Anode manufacturing
Carbon Plant
Cast House:
The molten metal tapped out from pots periodically is sent to the
cast house where it is cast into Ingots, Sow ingots, Wire rod, Billets,
strips. Strips are further rolled into sheets in the Rolling plant.
Rolled Products Unit:
After acquisition and merger of International Aluminum
Products Limited, Nalco has started production from this 50,000 tpa
plant. This Rolled Products Unit is presently producing standard coils
and sheets.
Besides, it has facilities to produce foil stock, fin stock, cable

wrap stock, coil stock and closure stock for a variety of end uses.
The salient features of the Plant include:

 180 KA cell technology
 Fume treatment with dry-scrubbing system
 Manufacturing of Carbon anodes, Bus bars, Anode stems etc.
 Integrated facilities for manufacturing Ingots, Sows, Billets, Wire
Rods, Strips and Rolled Products.
Captive Power Plant:
Close to the Aluminum Smelter at Angul, a Captive Power
Plant of 1200mw capacity has been established for firm supply of
power to the Smelter. The coal demand of the Plant is met from a
dedicated mine of Mahanadi Coalfields Limited. The Plant is also
connected with the State Grid for sale of surplus power.
Port Facilities :
On the inner harbour of Visakhapatnam Port on the Bay of Bengal,

Nalco has established mechanized storage and ship handling
facilities for exporting alumina in bulk and importing caustic soda.
This facility can handle ships upto 35,000 DWT.
Ship loading rate : 2200 tph

Alumina storage : 3 x 25,000 tonnes
Besides, Nalco exports from the ports of Paradeep and Kolkata.
NALCO PRODUCTS :
Alumina :
1. Calcined Alumina
2. Alumina Hydrate
3. Speciality Aluminas & Hydrates
4. Detergent Grade Zeolite
AluminiumMetal :
1. Standards Ingots (each approx. 22.5Kgs.)
2. Sow Ingtos (each approx. 750 Kgs.)
3. Wire Rods (in coil form 9.5mm dia weight approx. 2MTs.)
4. Alloy ingots (each approx. 10Kgs.)
5. Billets (in four sizes 127mm, 152mm, 178mm, 254mm dia)
6. Cast Stripes (in 1600mm width max. nominal gauge 6.35mm)
7. Cold Rolled Sheets
SMELTER PLANT PRODUCTS
Aluminum Sow Ingots Aluminum Standard

Ingots
Billets
Cast strips
Wirerodes
COMPANY PROFILE&LAND MARK EVENTS
2.1. COMPANY PROFILE
Name : National Aluminium Company

(NALCO)
Location : Orissa
Registered Office : Bhubaneswar
Regional Office : Bangalore, Chennai,

Visakhapatnam,
Mumbai, Kolkata, New Delhi
Ownership Pattern : A wholly GOVT of India company
Main Promoter : Ministry of mines, GOVT of India
Top management : Mr C R Pradhan
Foreign Collaboration : M/s Aluminium Pachinery, France,

Paris
Production Center : Damanjodi, Angul
Port Facilities : Paradeep, Chennai,

Vishakapatnam
ISO_9002 : Alumina Refinery (Nov 94)

Smelter Plant (Feb 95)
Bauxite Mines (Jan 95)
ISO-14001 : Bauxite Mines (Jan 96)

Alumina Refinery (Feb 97)
CPP (Dec 97)
Smelter Plant (May 98)
Nature of Business : Mining & manufacturing in the Aluminium
Sector
Other Areas of Business : Captive Power Plant, Rail Transport

System
2.2. LANDMARK EVENT
1. Discovery of Bauxite in the East Coast 1975
2. Preparation of NALCO’s Feasibility Report July 1979
3. Investment Decision by the GOVT Jan 1980
4. Formation of the company Jan 1981
5. Foundation Stone laid by Late Smt. Indira Gandhi Mar. 1981
6. Indo-French Collaboration Agreement Jan 1982
7. Signing of major Euro-Dollar loan agreement Feb 1982
8. Civil work started Feb 1982
9. Commissioning Dates
Port Facilities Sept. 1985
Bauxite Mines Nov. 1985
Alumina Refinery Sept. 1986
Captive Power Plant Sept. 1986
Smelter Plant Mar 1987
10. Commencement of Sale of Aluminium May 1987
11. Commencement of Alumina Export Jan 1988
12. Commencement of Aluminium Export Sept 1988

13. First Mines Safety Award 1988
14. First CAPEXILE Export Award 1988
15. London Metal Exchange Registration May 1989
16. Dedicated to the Nation by late Shri Rajiv Gandhi June 1989
17. Star Trading House Status Jan 1992
18. Indira Gandhi Rajbhasa Award 1993,1995
19. ISO 9002 Certification
Alumina Refinery Nov 1994
Smelter Plant Feb 1995
Captive Power Plant Dec 1995
Bauxite Mines Jan 1996
20. Indira Priyadarshini Vriksamitra Award 1994
21. Top Export Award of EEPC For 3 yrs
22. FIEO’s Niryat Shree Award For 2 yrs
23. Achieved Zero debt status 1998
24. Indira Gandhi Paryavaran Puraskar 2000
25. Environment Promotion & Pollution Control Award
From FIMI, FICCI, Orissa state Pollution Control Board

2.3. NALCO IN BRIEF
National Aluminium Company Ltd. (NALCO) is considered to be a

turning point in the History of Indian Aluminium industry. In a major
leap forward, NALCO has not only address the mood for the self-
sufficiency in the Aluminium, but also given the country a technology
edge, in producing this strategic metals on the best of world
standards.
NALCO was incorporates in 1981 in the public sector, to exploit a

part of the large deposits of Bauxites, discovered in the East Coast, in
technological Collaboration with Aluminium Pechinery of France.
NALCO’s original project cost of Rs. 2408 Crore was partly

financed by 980 million US Dollars, extended by a consortium of
international banks. By 1998, the company has paid back overseas
loans and going steady with an internally funded major Expansion
plan involving an investment of over Rs 3900 crores.
With its consistent record in capacity utilization, technology

absorption, quality assurance, Experts performance and posting of
profits. NALCO is a bright example of India’s industrial capability.
Today, as an ISO 9002 and 14001 company, NALCO has emerged

as the largest integrated Bauxite- Alumina-Aluminium Complex in
Asia.
The complex has five multi-locational, well-integreted, segments
Viz Bauxite Mines, Alumina Refinery, Aluminium Smelter, Captive
Power Plant, Port Facilities and Rolling Plant.
NALCO has taken over international Aluminium products Ltd (IAPAL),

a wholly owned subsidiary of NALCO w.e.f. March 2000 with the
project cost of Rs 356 crores having capacity of 50000 TPY of
Aluminium alloy coil sheets
2.5. NALCO AT A GLANCE
National Aluminium Company Ltd. (NALCO) is considered to be a

turning point in the History of Indian Aluminium industry. In a major
leap forward, NALCO has not only address the mood for the self-
sufficiency in the Aluminium, but also given the country a technology
edge, in producing this strategic metals on the best of world
standards. NALCO was incorporates in 1981 in the public sector, to
exploit a part of the large deposits of Bauxites, discovered in the East
Coast.
2.6. MISSION & VISION
NATIONAL ALUMINIUM COMPANY LIMITED
MISSION:
“To achieve growth in business with global competitive edge

providing satisfaction to the customers, employees, shareholders,
and community at large.”
VISION:
“To be a reputed global company in the Metals & Energy sector.”

2.7. FUTURE BUSINESS PLANS OF THE ORGANISATION
I. Second Phase Expansion:
 Unit 2nd phase expansion

 Mines 63 lakh MT
 Alumina Refinery 21 Lakh MT
 Smelter Plant 4.6 Lakh MT
 Captive Power Plant 1200 MW
II. Specially Unique Products.
III. Market tie-up for special product with primary producers.
IV. Techno marketing
V. Creation of separate R & D center
Values:
 Continuous Innovation
 Work along with others
 High degree of discipline
 Excellent results in every operation.
PHILOSOPHY
NALCO believes in good corporate governance, attaining

maximum level of transparency, accountability and equity in all
facets of its operations and in all its interactions with its stakeholders
viz. shareholders, the GOVT bankers society at large and about
customers.
2.8. MANPOWER STATISTICS
Executive - 1817
Supervisory - 842
Unskilled - 1127
Skilled - 3627
0%
0% 0%
0%
0%
14% 0% Excutive
22%
Supervisory
53% Non-Supervisory
11%
Skilled
2.9 OBJECTIVES OF NALCO
 To maximize capacity utilization.

 To optimize operational efficiency and productivity.
 To maintain highest international standard of excellence in
product quality, cost efficiency and customer service.
 To provide a steady growth in business by technology up-
gradation expansion and diversification.
 To have global presence and to earn foreign exchange.
 To maintain leadership in domestic market.
 To instill financial discipline at all levels for achieving cost and
budgetary controls, optimizing utilization of working capital and
effective cash flow management.
 To maximize return on investment.
 To develop a strong Research & Development base and
increase business development activities.
 To promote a result oriented organizational ethos and work
culture that empowers employees and helps realization of
individuals and organizational goals.
 To maximize internal customer satisfaction.
 To participate in peripheral development of the area.
2.10 SPECIAL FEATURES
o First largest power station having ISO 9002 and 14001 certification
in INDIA.
o Consistent track record in reliable operation and optimal level of
production achieving highest PLF of 78.85 and availability factor
of 86.70%.
o Maintained high plant load factor even with more number of
smaller size units(8*120MW)
o Maintained very low unit cost of generation of Rs.1.05 (2003-04)
per unit.
o Available infrastructure for further expansion of the plant.
o Process monitoring through DAS
o Automatic turbine runs up system.
o Islanding scheme to isolate form grid during disturbances
o ESP with microprocessor controllers
o Ash pond overflow recycling System.
TECHNICAL FEATURES:
STEAM TURBINE: Three cylinder, Extracting Reheat, Condensing Type.
GENERATOR:141.5MVA,120MW,10.5KV,3000 RPM, Hydrogen Cooled

(#7 and #8 Air Cooled) and brush less Excitation System.
BOILER: Water Tube, Vertical Natural circulation, Single drum, Tilting

and Tangential Corner Fired, Balanced Draught ,Reheat Type ,Dry
bottom ,Direct pulverized Coal Fired. Capacity, (MCR-U#1 to #6
:430/Hr)
2.11 HUMAN RESOURCE
Our last century witness the occurrence of liberalization,

globalization, deregulation, decentralization and empowerment
which transform the workplace to such an extent that it has led to
the emergence of a knowledge culture, where the reigning forces
will be equipped with powerful ideas, egalitarism, sharing, and net
working giving birth to an era of competition and collaboration
resulting to an easy life, we also witnessed the rise in IT economy.
But now the century will witness the emergence of knowledge or

ideas. Economy where it is the power and rules if doing business are
being rewritten with the rapid change in work environment and
culture.
Besides stressing upon knowledge organization globally are striking to

develop and retain their human capital through knowledge
management practices which encourages collective learning,
where knowledge is shared to achieve goal.
HR is the combination of human knowledge and human capital

or management development or training therefore we need HR that
is competent in term of knowledge, skills and attitudes that can
meet the challenges faced by the organizational taking place
rapidly.
2.12 HR POLICIES OF NALCO
CONDUCT & DISCIPLINE
1. The details of conduct as per the terms employment are regulated

as per the conduct, Discipline Appeal Rules for executives and
certify standard orders (as per industrial employment standing orders
Act) in respect of non-executives. These rules specify the misconduct
and the procedure including the authorities for imposing penalties.
2. The Grievance of the employees is dealt in a three tier Grievance

handling system for executives & non- executives. In case of non-
executives a Grievances committee at each unit is constituted
comprising equal representatives from employee’s union and
management besides, the informal scheme of Grievance handling
was also introduced in the name of employees Assistance scheme
for early and effective redressal of the complaints.
1. PERFORMANCE APPRAISAL & CAREER GROWTH
1. The key performance areas of executives are fixed at the

beginning of the year with mutual discussion between the employee
concerned and his reporting officers. The key performance areas are
developed in relation to the organizational KPA target. The periodic
assessment of the performance are done before the final annual
assessment is made on the individual Executive. In respect of Non-
executives the performance Appraisal are done based on various
skill and personality traits by the reporting officer. Different factors of
personality traits are fixed for unskilled. Skilled and supervisory
personnel.
2. WAGES & SALARY AND OTHER PERKS & BENEFITS
1. The pay scales and other benefits for Executives are fixed as per
the Government guidelines on the subject and comparison of the
same with other
 House Building Advances

 Motor Vehicle Advances
 Furniture Advances
 Special Advances
Bicycle Advancesleading PSUs. In respect of Non-Executives it is
done in the process of collective bargaining with unions.
2. Linked with AICP as applicable for central industrial workers, the
following benefits are provided to the employees:
 House Rent Allowance

 City Compensatory Allowance
 Leased Accommodation
 Company Quarters
 Reimbursement of Water & Electricity charges
 Conveyance Allowance
 Night shift Allowance
 Split shift Allowance
 Cash handling Allowance
 Kit allowance
3. The following advances re extended by the company to its

employees
 Medical Advances
 Natural Calamity Advances
4. The other benefits facilities extended to the employees areas
under:
1. Holidays: 10 cleared holidays and 02 Restricted Holidays at the

plant locations 16 closed holidays, 02 Restricted Holidays for
corporate and other offices.
2.Leave Facility: The eligibility for both executives and Non-
Executives for different kinds of leave are as under
 Casual leave
 Earned Leave
 Sick Leave half pay Leave
 Special Disability leave
 Extra ordinary Leave
 Quarantine Leave
 Maternity Leave as per act
 Paternity Leave
 Special casual Leave
3. Leave Travel Concession: All employees both Executives and
Non-Executives are entitled for 06 family members.
4. Travelling Entitlement and Expences
5. Welfare Schemes
1. Medical Benefit
2. Liveries
3. Canteen subsidy reimbursement
4. Scholarship
6. Motivational Schemes
1. Productivity Linked Incentive Scheme: Based on the Production

performance and the factor productivity index and
Absenteeism index.
2. Incentive for acquiring Professional Qualification: A lump sum
amount ranging from Rs 3000 to Rs 5000 is allowed once in the
service tenure for acquiring professional qualification as
prescribed in the scheme. Further reimbursement of
membership fees up tone professional body of national repeats
is also allowed.
3. Promotion of small Family Norms: Employees are granted cash
lump sum and other benefits like increment special casual
leave, concession rate of intrest in HRA etc as per the scheme
for promoting small family norms.
4. Scheme for award for valuble suggestions: Employees are
encouraged for more number of suggestions either individually
or in group and rewarded suitably as per the scheme. The
maximum award amount varies from Rs. 5000 in case of
Individual and Rs. 25000 in case of groups.
RETIREMENT BENEFITS/SOCIAL SECURITY
1. The Contributory Provident Fund: The company has a trust

which has got due relaxation from the GOVT scheme.
2. Pension Scheme: A pension scheme with the contribution of
the employees is created as per the 3rd LTWS and is effective
from 01.04.1995.
3. Group Gratuity Life Assurance Scheme: An Insurance policy
with Life Insurance Corporation of India with annual premium
been made to take care up of the Gratuity liability of
employees.
4. Scheme For Post Retirement Medical Facility: A scheme
provides medical benefit to the employees and their spouses
subsequent to their retirement.
5. Voluntary Retirement Scheme: Employees completing 10 years
of services on attaining 40 years of age can seek voluntary
retirement.
TRAINING AND DEVELOPMENT
Training Facilities:
With the objective of making training a decentralized activity

NALCO has set up training institutes at all its units ie.
1. Training institutes at smelter and power complex ,Angul

2. Training institutes at mines and Refinery complex, Damanjodi
3. The nodal training institute, HRD center of excellence at
corporate office, Bhubaneswar.
4.The training institute at plant sites are well equipped with the latest
audio visual training aids lecture halls, workshops, libraries etc. They
basically teach to technical functional training of the workforce. The
nodal training institute which focus on organizing development
training programmes has apart from all training aids a conference
rooms, Syndicate rooms, Library and all modern equipment for
conducting Management Development programmes. It is also
equipped with an attached Hostel for accommodating participants.
HRM PHILOSOPHY OF NALCO
 To attract competent personnel with growth potential and
develop their skills and capabilities in a congenial work and
social environment through opportunities for training,
recognition career advancement and other incentives.
 To develop and nature favorable attitudes among employees
and to obtain their best contributions to the organizations by
providing stable employment , safe working condition , job
satisfaction , quick redressal with the company’s capacity to
spend and the government ‘s guidelines.
 To foster Fellowship and sense of belongingness among all
sections of employees through closer association of employees
with the management and by encouraging healthy trade
union practices.
CHAPTER-3
CONCEPTUAL CLARIFICATION OF
RECRUITMENT & SELECTION
3.1 INTRODUCTION
In establishing and maintaining a dynamic organizational structure
suited to meet present and future company needs, NALCO is
committed to have a system for manning executive posts in the
company with persons having appropriate level of academic\
professional qualification, skill, competence, experience and
motivation and for developing its own human resources in such a
manner as to integrate the aspirations (or growth) and development
of the individual employees with the fulfillment of the Company’s
objectives. The company seeks to sustain high levels of performance
from its executives by maintaining a working environment conducive
to the efficient and effective functioning of each Executive.
MEANING AND DEFINITION OF RECRUITMENT
Recruitment is the generating of applications or applicants for

specific positions to be filled up in the organization. In other words, it
is a process of searching for and obtaining applicants for jobs so that
the right people in right number can be selected.
Go through the following definitions of recruitment. These will help

you understand the meaning recruitment in a better manner.
According to Dale Yoder. “Recruitment is a process to discover

the sources of manpower to meet the recruitments of the staffing
schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of
an efficient working force”.
In the words of Werther and Davis, “Recruitment is the process of

finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from
which new employees are selected”.
Flippo, has defined recruitment as “a process of searching for

prospective employees and stimulating and encouraging them to
apply for jobs in an organization”.
According to Bergmann and Taylor, “Recruitment is the process of

locating, identifying, and tracting capable applicants”.
Recruitment can now easily be defined as the process of

searching for and securing applicants are the various job positions
which arise from time to time in the organization.
3.2 OBJECTIVES
To meet executive manpower recruitments of the Company in

terms of the approved Human Resources Plan.
 To fulfill recruitments of competent executives in terms of
requisite capabilities, skills, qualification, aptitude, merit and
suitability with a view to fulfill Company’s objectives.
 To attract, select and retain the best talent available, keeping
in view the changing needs of the organization.
To ensure an objective and reliable system of selection.
 To integrate growth opportunities of the executives with
fulfillment of company’s objective.
 To man executives posts in the company with competent
personnel having growth potential and to utilize their
capabilities in the working environment the maximum through
opportunities available for advancement.
 To provide for a system which is conducive to equality, fairness
and objectivity in matters concerning promotion of executives.
 To ensure uniformity and consistency to the extent possible in
promotion of executives of the company.
 To motivate executives of the organization for better
performance by rewarding their contribution to the growth of
the organization in deciding promotion on the basis of over all
merit.
 To ensure the continuity of the management and systematic
succession planning for senior\ key posts in the executive
cadre.
 To provide input for the development of executives linked to
their levels of performance and their specific strengths and
requirements.
 To integrate executives into a cohesive team.
 To ensure compliance with relevant Government policies and
directives on recruitment and promotion of executives as a
public sector Enterprise.
3.3 SCOPE & LIMITATIONS
 These rules, which supersede the NALCO Recruitment &

promotion. Rules for Executive-1984,shall be known as the
Nalco Recruitment & promotion Rules for Executive-1997 and
shall come into force with effect from the date of approval by
the Board of Directors. All action taken under and in pursuance
of the earlier rules shall be saved and be deemed to have
been taken under and in pursuance of these rules.
Steps in Recruitment process
1. Locating and developing the sources of required number

and type of employees.
2. Identifying the prospective employee’s with required
characteristics.
3. Communicating the information about organization,
the job and terms and conditions of service.
3.4 Recruitment policy:
Recruitment policy specifies the objectives of recruitment and

provides a framework of the implementation of the recruitment
program.It my involve commitment to principles such as enriching
the organization human resources by filling vacancies with the best
qualified people .Attitudes towards recruiting handicaps, minority
groups, women, friends and relatives of present
employees,promotion from within. It may also involve the
organizational system to be developed for implementing the
recruitment program and procedures to be employed. Recruitment
policy should be based on the recognition that it is hard to find
qualified executives. A recruitment policy involves the employer’s
commitment to such general principles as;
a. To find any employ the vest qualified persons for each job.
b. To retain the most promising of those hired.
c. To offer promising opportunities for life time working careers.
d. To provide facilities and opportunities for personal growth on
job.
Recruitment Organization
Recruitment practices differ from one organization to another,

Some organizations like public sector banks adopt centralized
recruitment whereas other organization resort to decentralized
recruitment. Under centralized recruitment personnel department at
the head office perform all the function of recruitment. Every
operating department sends requisitions or indents for recruitment to
their central office. On the other hand, each department/unit carries
out its own recruitment in case of decentralized recruitment.
Induction point
E-0 level shall be the major induction point in executive manning

system of the Company.
Not less than 50% of manpower requirement at E-0 stage shall be

filled up through direct recruitment including trainees. The Company
may take recourse to direct recruitment at any or all levels to the
extent necessary.
3.5 CENTRALISED RECRUITMENT
All recruitment to posts covered by these rules shall be centrally

organized by the Corporate HRD Department.
Centralized recruitment offers the following advantages:
a. It reduces the administrative cost by consolidating all

recruitment activities at one place.
b. It helps in better utilization of specialists.

c. It ensures uniformity in recruitment and selection of all types of
employees.
d. It facilitates interchangeability of staff between different
units/zones.
e. It relieves the line executives of the recruitment problem
thereby enabling them to concentrate on their operational
activities.
f. It tends to reduce favoritism in recruitment and make the
recruitment process more scientific.
Centralized recruitment suffers from the following disadvantages:
a. There is delay in recruitment as operating units cannot

recruit staff as and when required.
b. The central office may not be fully familiar with job
requirement of different units and the mist suitable sources for the
required staff.
c. Recruitment is not flexible because operating units lose
control over the recruitment process.
3.6 SOURCES OF RECRUITMENT
The sources of employees can be classified into two types, internal

and external.
Internal Sources External Sources
i. Transfers i. Press Advertisement
ii. Promotions ii. Educational Institutions
iii. Placement Agencies
iv. Employment Exchange
v. Labour contractors
vi. Unsolicited Applicants
vii. Recommendations
viii. Recruitment at factory

gate
Internal sources have the following merits:
i. Morale and motivation of employees improve when they are

assured that they would be preferred in filling up vacancies at
higher levels.
ii. Suitability of existing employees can be judged better as
record of their qualifications and performance is already available in
the organization. Chances of proper selection are higher.
iii. It promotes loyalty and commitment among employees due
to sense of job security and opportunities for advancement ability of
employment is improved.
External sources:
External sources of recruitment lie outside the organization. These are

as follows
a. Educational and Training Institution: Various institutes like IIMS, IITS,

Engineering college, Medical colleges, ITIs and Universities are a
good source for recruitments well qualified executives, Engineers,
Medical staff, Pharmacists, Chemists etc. They provide facilities for
campus interviews and placement. Good institution have
placement cells/officers to serve as liaison between the employers
and the students. This source is known as campus recruitment.
Employee reactions towards different sources of recruitment.

a. Correlation between source of recruitment and job
success of the persons selected.
b. Data on labour turnover, grievances and disciplinary
actions, for each source of recruitment.
METHOD OF RECRUITMENT
1.Direct method:
Under direct recruitment scouting, employee contact, manned
exhibits and waiting lists are used. In scouting representatives of the
organization are sent to educational and training institutions. These
traveling recruitment exchange information with the students clarify
their doubts, stimulate them to apply for jobs, conduct campus
interviews and short list candidates for further screening.
2.Indirect method:
Advertisement in newspapers, journals, on the radio and television
are used to publicize vacancies. A will thought out and clear
advertisement enables candidates to assess their suitability so that
only those possessing the requisite qualification will apply. This
method is appropriate when the organization wants to reach out to
a large target group scattered geographically. Whenever necessary
a blind advertisement can be given in which only bond is given
without identifying the firm.
Considerable details about jobs to be filled and qualifications
required can be given in the advertisements. But a large number of
applicants may be unsuitable.
3.Third party method:
Various agencies can be used to recruit personnel. Public

employment exchanges management consulting firms, professional
societies, temporary help societies, trade unions, labour contractors
are the main agencies. In addition, friends and relations of existing
staff and deputation method can also be used.
3.8 NON-EXECUTIVE EMPLOYEES RECRUITMENT & PROMOTION RULES
Objectives:
i. To provide for a system for manning different Non-Executive

post in the Company with persons having appropriate level
of academic/professional qualification, skill, competence,
experience and motivation either through recruitment from
outside sources or by promotion from within the Company.
ii. To provide the Non-Executive Employees with reasonable
opportunities for advancement consistent with their
performance, qualifications, skills and availability of
vacancies.
iii. To provide for a system of equity, fairness and objectivity in
matters concerning Recruitment and Promotion of Non-
Executive Employees.
iv. To ensure compliance with relevant Government policies
and directives on Recruitment and Promotion of Non-
Executive Employees.
Scope and Limitation:
i. the rules shall be known as NALCO Recruitment & Promotion

Rules for Non-Executive Employees,1990.
ii. These rules shall apply to all Non-Executive posts in the
Company, but will not apply to cases of promotion from
Non-Executive posts to Executive posts.
iii. The levels, grade codes and pay scales of the Non-
Executives of the Company for the purpose of recruitment,
promotion, vacancies and career planning would be as per
the provisions of the Long Term Wage Settlement or as
decided specifically from time to time.
iv. These rules shall not be applicable to the following category
of Non-Executive Employees.
a. Who are appointed on tenure basis, or who are
appointed/given extension, after having attained the
age of superannuation.
b. Who are on deputation to the Company or who retain
lien on the service in any other organization.
Following figure shows the recruitment & selection process in
general,
Selection Proce
Recruitment adv. Organizational Goals Job Analysis
Work Load Analysis

Applicants
Man Power Job Specification

Requisition
Job Description
Selection Process
Application forms
Test
Interview
Reference Checks
Medical Examination
Framework- Recruitment & Selection
Recruitment Procedure in NALCO

3.9 SELECTION:
Selection is the process of choosing the most suitable persons out of

all the applicants. In this process relevant information about
applicants is collected through a series of steps so as to evaluate
their suitability for the job to be filled. Selection is a process of
matching the qualification of applicants while the job requirement. It
is a process of weeding out unsuitable candidates and finally identify
the most suitable candidate. Selection divides all the applicants into
two categories (a) suitable and (b) unsuitable. Selection may be
described as a process of rejection because generally more
candidates are turned away then hired.
Objective:
i. The purpose of selection is to pick the right person for every

job.
ii. Selection is an important function as no organization can
achieve its totals without selecting the right people. Faculty
section leads to wage of time and money and spoils the
environment of an organization. Scientific selection and
placement of personnel can go a long way in building up a
stable work force. It helps to reduce absenteeism and labour
turnover. Proper selection is helpful in increasing the
efficiency and productivity of the enterprise The selection
process can be successful if the following condition are
satisfied.
a. Some one should have the authority to select. This authority
comes from the employment request on as developed through
an analysis of the work load and work force.
b. There must be some standard of personnel with which applicant
can be compared in other words a comprehensive job
description and job specification should be available before
hand.
c. There must be a sufficient number of applicants from whom the
required number of employees may be select.
Selection procedure
The selection procedure consists of a series of steps. At each stage

facts may come to light which may lead to the rejection of the
applicant. It is a series of successive hurdles of barriers which an
applicant must cross. These hurdles or screens are designed to
element and unqualified candidate at any point in the selection
process. This technique is called “successive hurdles technique”.
According to Dale Yoder, the hiring process consists of go no go

gauges. Candidates who qualify a hurdle go to the next stage while
those who do not qualify are dropped out.
The complexity of selection procedure increases with the level and
responsibility of the position to be filled. The strategy and method
used for selecting employees varies from firm to firm and from one
job to another.
Steps in selection procedure:
1. Initial or preliminary interview

2. Application blank or blanks
3. Check or reference
4. Psychological tests
5. Employment interview
6. Approval by the supervisor
7. Physical examination
8. Induction or orientation
CHAPTER-4
DATA ANALYSIS
ANALYSIS
S.A. – Strongly Agreed
A – Agreed
NO – No Opinion
DA – Disagree
SDA – Strongly Disagree
1] The objective is to know whether the manpower requirements of each

department are identified well in advance or not.
Table 4.1
SA A NO DA SDA TOTAL
0 24 3 0 0 27
The above table shows that out of the total no. of respondents 89% of the
employees considering manpower requirements of each department are
identified well in advance where as 11% of employees has no opinion in this
case.
27
30 24
25
20
15
10
3
5 0 0 0
0
2] The objective is to know whether the manpower placing is always done
on the basis of projections for the next five years or not.
Table 4.2
0 12 9 6 0 27
The approved table shows that out of the total no. of respondents 45% of the
employees considering manpower placing is always done on the basis of
projections for the next five years where as 33% of the employees has no opinion
and 22% of the employees are disagree in this case.
27
30
25
20
12
15 9
6
10
5 0 0
0
3] The objective is to know whether there are close linkages between the
manpower plans and the company’s business plans or not.
Table 4.3
0 21 0 6 0 27
employees considering there are close linkages between the manpower plans
and the company’s business plans where as 22% of the employee are disagree
with this.
27
30
21
25
20
15
6
10
5 0 0 0
0
4] The objective is to know whether succession planning is done in advance
since it takes time to recruit senior people or not.
Table 4.4
0 12 12 3 0 27
employees considering succession planning is done in advance since it takes
time to recruit senior people where as 44% of the employees has no opinion
disagreed with this.
27
30
25
20
12 12
15
10
3
5 0 0
0
5] The objective is to know whether job definition is treated as critical and
always precedes the process of recruitment or not.
Table 4.5
0 24 3 0 0 27
employees considering job definition is treated as critical and always preceeds
the process of recruitment where as 11% of the employees has no opinion in this
case.
27
30 24
25
20
15
10
3
5 0 0 0
0
6] The objective is to know whether the capabilities and aptitude of
candidates are identified using scientific techniques or not.
Table 4.6
0 12 12 3 0 27
employees considering the capabilities and aptitude of candidates are
identified using scientific techniques where as 22% of the employees has no
opinion in this case.
27
30
25
20
12 12
15
10
3
5 0 0
0
7] The objective is to know whether these results are also used to identify
where exactly the prospective employee should work or not.
Table 4.7
0 12 15 0 0 27
employees considering. These results are also used to identify where exactly the
prospective employee should work.
27
30
25
20 15
12
15
10
5 0 0 0
0
8] The objective is to know whether the selection process is objective and
ensures that only competent people are recruited or not.
Table 4.8
3 21 0 3 0 27
employees considering the selection process is objective and ensures that only
competent people are recruited where as 11% of the employees are strongly
agree and 11% of the employees are disagree with this.
27
30
21
25
20
15
10
3 3
5 0 0
0
9] The objective is to know whether interviews are conducted by several
people from different levels of the company or not.
Table 4.9
3 15 0 9 0 27
employees considering interviews are conducted by several people from
different levels of the company where 33% of the employees are disagree and
11% of the employees are strongly agree in this case.
27
30
25
20 15
15 9
10
3
5 0 0
0
10] The objective is to know whether there is participation by line managers in
manpower planning and recruitment or not.
Table 4.10
0 18 3 6 0 27
employees considering there is participation by line managers in manpower
planning and recruitment where as 22% of the employees are disagree and 11%
of the employees has no opinion.
27
30
25
18
20
15
6
10
3
5 0 0
0
11] The objective is to know whether line managers participating in staff
selection are trained in interviewing and other techniques or not.
Table 4.11
0 15 9 3 0 27
employees considering line managers participating in staff selection are trained
in interviewing and other techniques where as 33% of the employees has no
opinion and 11% of the employees are disagree in this case.
27
30
25
20 15
15 9
10
3
5 0 0
0
12] The objective is to know whether candidates are given adequate reliable
information about the company and the job or not.
Table 4.12
0 18 9 0 0 27
employees considering candidates are given adequate are reliable information
about the company and the job whereas 33% of the employees has no opinion.
27
30
25
18
20
15 9
10
5 0 0 0
0
13] The objective is to know whether employees are always told about the
positive and the negative aspects of the job or not.
Table 4.13
0 9 9 9 0 27
employees considering would be employees are always told about the positive
and the negative aspects of the job where as same percentage of the
employees are disagree and same percent of the employees has no opinion in
this case.
27
30
25
20
15 9 9 9
10
5 0 0
0
14] The objective is to know whether prospective employees are always told
about the positive and the negative aspects of the job or not.
Table 4.14
0 12 12 3 0 27
employees considering prospective employees are provided on opportunity to
experience the company first hand whereas 45% of the employees has no
opinion and 10% of the employees are disagree with this.
27
30
25
20
12 12
15
10
3
5 0 0
0
15] The objective is to know whether the personnel department follows up on
the training needs identified during the selection or not.
Table 4.15
0 21 6 0 0 27
employees considering the personnel department follows up on the training
needs identified during the selection whereas 22% of the employees has no
opinion.
27
30
21
25
20
15
6
10
5 0 0 0
0
16] The objective is to know whether data for development follows up on the
training needs identified during the selection or not.
Table 4.16
0 21 3 3 0 27
employees considering the date for development decisions internal hiring needs
whereas 11% of the employees are disagree with this.
27
30
21
25
20
15
10
3 3
5 0 0
0
17] The objective is to know whether employees who don’t perform to
potential are evaluated to see if they should be rotated or not.
Table 4.17
0 12 12 3 0 27
employees considering employees who don’t perform to potential are
evaluated to see if they should be rotated whereas 45% of the employees has
no opinion and 10% of the employees are disagree with this.
27
30
25
20
12 12
15
10
3
5 0 0
0
18] The objective is to know whether people are encouraged to move if it
appears that they can do better in another function or not.
Table 4.18
0 12 12 3 0 27
employees considering people are encouraged to move if it appears that they
can do better in another function whereas 22% of the employees are disagree
with this.
27
30
25
20
12 12
15
10
3
5 0 0
0
19] The objective is to know whether grooming is always preferred to
outsourcing especially at the senior levels or not.
Table 4.19
0 9 12 6 0 27
employees considering grooming is always preferred to outsourcing especially
at the senior levels where as 45% of the employees has no opinion and 22% of
the employees are disagree with this.
27
30
25
20
12
15 9
6
10
5 0 0
0
20] The objective is to know whether over staffing in order to deal with future
attrition is not a company policy or not.
Table 4.20
0 9 18 0 0 27
employees considering over staffing in order to deal with future attrition is not a
company policy whereas 67% of the employees has no opinion in this case.
27
30
25
18
20
15 9
10
5 0 0 0
0
CHAPTER-5
SUGGESTION & CONCLUSION

SUGGESTION
After our finding we have following suggestion for the organization
so as to improve the recruitment practices within the organization
They are as follows:
 Mention the job description with some more information for

forthcoming applicants.
 Define gap analysis before conducting recruitment

practices.
 Integrated human resources process by not only looking at

the skill and knowledge but also the behaviour required by
employee to be successful in the job.
 At the time span changes, recruitment practices should be

conducted technically.
 Giving a chronological consent of recruitment procedures to

the applicants.
 Using psychometric tests to access the competencies.

 Open up of an assessment and development centre which
may consist of:
 In basket exercise: Application, methods of

developing and using the tool.
 Interpersonal skill exercise: Demonstrated role plays,
examination of their potential for assessment.
 Leaderless group discussion.
 Simulation games, discussion and exercise.
CONCLUSION
The study that has been conducted has resulted in providing a
wide scope for further research and analysis in the field within the
organization.
Nalco have a strong human resource and fund rich company

can do impressively well if it continuous to work over its strong points
and build upon its strategies. If the company implements the
suggestion given in the project work then it creates a difference.
It has been seen that there has been a sincere effort on the part
of Nalco to provide the best possible solutions to the human
resource for their development and growth, personally and
professionally.
The research has provided a glimpse of the NALCO work

perception in the study and through a few humble suggestion, hope
to provide a few possible solutions in order to enhance the
recruitment practices in Nalco.
And keeping the present scenario in the view it can be

concluded that Nalco is the torch bearer among all section in the
never ending path of success.
QUESTIONNAIRE
1.Name:__________________
2. Age:
[a] 20yrs25yrs [b] 26yrs30yrs [c] 31yrs35yrs [d] 36yrs40yrs ( )

[e] Above 40 yrs
3. Your experience at this concern:

[a] 05yrs [b] 6yrs10yrs [c] 10yrs15yrs [d] 16yrs20yrs ( )
[e] More than 20yrs
4. Qualification :
[a] 110th [b] ITI [c] Diploma [d] UG [e] PG ( )
5. Designation:_____________________
6.Department:_____________________
7. Marital status
[a] Single [b] Married ( )
8. What do you feel about recruitment process?

[a] Very good [b] Good [c] Average [d] Not Satisfied ( )
9. What types of sources are used in recruiting lower level

management people?
[a] Walkin [b] Open advertisement [c]Consultan
[d] Employee referra t ( )
10 .What types of sources are used in recruiting middle level

management people?
[a] Walkin [b] Open advertisement [c]Consultant
[d] Employee referral ( )
11. What types of sources are used in recruiting higher level
management people?(
[a] Walkin [b] Open advertisement [c]Consultant ( )
[d] Employee referral
12. Why do people join NALCO ?

[a] Reputation of company [b] Salary package [c] Working
environment [d] Job prospect [e] Location of company ( )
[f] Career growth opportunity
13. How candidates are recruited in the company ?

[a] Written exam [b] Written exam and interview
[c] Written exam, GD and interview ( )
14. How do you feel about the attitude of HR manager? ( )

[a] Good [b] Very good [c] Excellent
15. What is the primary source of information for recruiting people in

NALCO?
[a] Managerial [b] Testing [c] Recruiters themselves
[d] Job Analysis ( )
16. Are you satisfied with the existing recruitment system in

organization?
[a] yes [b] No [c] No response ( )
17. Whether the existing recruitment policy is linked to productivity?

[a] Yes [b] No [c]No response ( )
18. Whether the existing recruitment policy is getting support from

the top Management?
[a] Yes [b] No [c] No response ( )
19. What are the benefits you are deriving from the existing recruiting
policy ?
[a] Reduction in labour cost
[b] Effective utilization of human resource ( )
[c] Maintaining timing in recruiting and staffing schedule
20. Do you feel that job evaluation and job analysis helps in
developing manpower in your Organization?
21. Do you think that the personnel recruited from external sources is
more desirable than internal sources?
22. Whethecost benefits analysis is done before recruitment?

23. Do you feel that performance appraisal helps in recruitment

process?
24. Do you feel that training will affect the recruitment process?
25. Do you feel that job rotation will affect the recruitment policy?
26. Do you feel work load in your department is satisfied?
28. Do you feel that your job is secured?

[a] Strongly agree [b] Agree [c] Disagree [e] Strongly disagree ( )
29. Are you satisfied with your job?

BIBLIOGRAPHY
B00K
K.Ashawathapa - Human Resource Management
V.S.P. Rao - Human Resource Mnagement
C.R.Kothari - Research Methodology
WEBSITE
WWW.nalcoIndia. com
COMPANY JOURNAL
THE COMPANY YOU KEEP , ANNUAL REPORT 2013-2014
Human Resource Magazine
Nalco library
Preface
Personnel Management occupies the prime position of all disciplines
in Management which deals with many resources. These resources
were expanded to include, among, other, the following : Men,
materials, machinery, money, etc.
Human beings play a dual role - a resource as well as a motive force

for other resources. They are also responsible for manipulating all
other resources by way of developing, utilizing, commanding and
controlling them like materials, machines, money, information, land,
infrastructure, etc. Human resources management (HRM) plays a
decisive role in to manpower development : Proper H.R.M can
develop right type of shop floor ethos and values which improve
productivity and personal satisfaction of employees.
NALCO is one of the India’s nine largest Public Sector Undertaking

or PSUs, known as the Navaratnas or the nine jewels. NALCO,
Angul is the vast bank of knowledge. It is the perfect place to learn
about the Management of the Manpower Resources. The knowledge
gained here is going to be very helpful in making a successful
professional career.

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A

Roll No/Reg. No- 1403030090900060

in partial fulfillment o f the requirement

for the award of the degree

Under the guidance of:

DDCE, UTKAL UNIVERSITY CAPTIVE POWER PLANT (CPP)

This is to certify that the project report titled “RECRUITMENT &

SELECTION AT NALCO” is the bonafide work of “KIRAN MINZ” who

carried out the project work under my supervision.

FACULTY GUIDE CORPORATE GUIDE

Dr.Sujit Kumar Acharya Mr.Subhasis Panda

Asst. Professor, Business Admin Dy. Manager (HRD)

DDCE, UTKAL UNIVERSITY CAPTIVE POWER PLANT (CPP)

I express deep sense of gratitude to Mr. Subhasis Panda, Dy.

I am much obliged to Mr. Amitav Padhi, DM(HRD) for providing

I am also extremely thankful to my other faculty members of DDCE ,

Finally, I sincerely express my gratitude to all the staff of the Training

DDCE , UTKAL UNIVERSITY, BBSR.

I hereby declare that the project titled “Recruitment and Selection” is an

fulfillment of MASTER IN COMMERCE of DIRECTORATE OF

DISTANCE & CONTINUING EDUCATION,UTKAL

1.1 Introduction to the study

2.1 Company Profile

2.2 Landmark event

2.3 Nalco in Brief

2.4 Organisation Chart

2.5 Nalco at a Glance

2.6 Mission & Vision

2.7 Future Business Plans Of The Organization

2.8 Manpower Statistics

2.10 Objectives Of NALCO

2.11 Special Features

2.12 Human Resource

2.13 HR Policies of Nalco

2.14 HRM Philosophy Of NALCO

3.1 RECRUITMENT AND SELECTION PRACTICES AT NALCO

4.1 DATA ANALYSIS

Suggestion & conclusion

The development of any nation is largely dependent upon the

Personnel are the main ingredient in any organization. The right

1.2 Objectives of the study

Objective of the study was precisely concentrated upon the

1. To know the recruitment policy, procedure and different

This study was conducted keeping an eye to the above stated

Survey of secondary data:

Information and data were collected from various reports, Annual

i. Lack of sufficient published materials.

A jewel in the crown

NOW A NAVARATNA COMPANY

With a consistent track record in capacity utilization,

Following the discovery of large reserves of Bauxite ore in the

In order to strengthen its business and increase market share,

Soon after the completion of the first phase expansion, the

While the Corporate headquarters of your Company is located

Damanjodi, where Nalco has established its Alumina Refinery

Nalco Nagar, Angul

Local population, till the advent of industries, basically depended on

The Nalco Township known as Nalco Nagar is modern and well

It is important to note that due to the establishment of the