SUMMER INTERNSHIP

REPORT ON
HUMAN RESOURCES RECRUITMENT


SUBMITTED TO: SUBMTTED BY:
MRS. ANAMIKA CHETRI UTKARSH DEVRANI
B.B.A. V SEM HR

ACKNOWLEDGEMENT
It is not possible to prepare a project report without the assistance & encouragement of other
people. This one is certainly no exception. Every work accomplished is a pleasure- a sense of
satisfaction. However a number of people always motivate, criticize and appreciate a work with
their objective, ideas and opinions. On the very outset of this report, I would like to extend my
sincere & heartfelt obligation towards all the personages who have helped me in this endeavor.
Without their active guidance, help, cooperation & encouragement, I would not have made
headway in the project. I am ineffably indebted to MR.NEGI for conscientious guidance and
encouragement to accomplish this assignment. I am extremely thankful and pay my gratitude to
my faculty MRS.ANAMIKA CHETRI for her valuable guidance and support on completion
of this project in its presently.
I extend my gratitude to GRAPHIC ERA UNIVERSITY for giving me this opportunity. I also
acknowledge with a deep sense of reverence, my gratitude towards my parents and member of
my family, who has always supported me morally as well as economically. At last but not least
gratitude goes to all of my friends who directly or indirectly helped me to complete this project
report. Any omission in this brief acknowledgement does not mean lack of gratitude.

Thanking You
UTKARSH DEVRANI



PREFACE
B.B.A. is a stepping stone to the management carrier and to develop good manager it is
necessary that the theoretical must be supplemented with exposure to the real environment.
Theoretical knowledge just provides the base and it is not sufficient to produce a good manager.
Thats why practical knowledge is needed.
Therefore the summer internship is an essential requirement for the student of B.B.A. This
research project not only helps the student to utilize her skills properly learn field realities but
also provides a chance to the organization to find out talent in the budding managers in the very
beginning.
In accordance with the requirement of my B.B.A. course I have done my summer training project
on the topic HUMAN RESOURCES RECRUITMENT. The main objective of the research
was to understand the process of recruitment and to know the sources of recruitment at various
levels and various jobs.
The Human Resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as the future requirements of the organization in mind.



EXECUTIVE SUMMARY
The Human Resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as the future requirements of the organization in mind.
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.
In order to attract people for the jobs, the organization must communicate the position in such a
way that job seekers respond. To be cost effective, the recruitment process should attract
qualified applicants and provide enough information for unqualified persons to self-select
themselves out.
The term HR recruiter may sound redundant, as both human resources managers and recruiters
both find job candidates and get them hired, this job is very specific.
Recruiters will work from resumes or by actively soliciting individuals qualified for positions. A
recruiter's job includes reviewing candidate's job experiences, negotiating salaries, and placing
candidates in agreeable employment positions. Recruiters typically receive a fee from the hiring
employers.





DECLARATION BY STUDENT
I, the undersigned, hereby declare that the project report entitled, HUMAN RESOURCES
RECRUITMENT submitted by me to GRAPHIC ERA UNIVERSITY, in partial fulfillment
of the requirement for the award of degree of BACHELORS OF BUSSINESS
ADMINISTRATION under the guidance of MRS.ANAMIKA CHETRI, is my original work
and the conclusions drawn therein are based on the data collected by myself.
The report submitted is my own work and has not been duplicated from any other source. I shall
be responsible for any unpleasure moment / situation.

Place: DEHRADUN
Date:
UTKARSH DEVRANI







INDUSTRY PROFILE



Human Resource Management and Human Resource Development
Definition:
HRM is the process of managing people in organizations in a structured and thorough manner.
This covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some experts to
define it as a modern version of the Personnel Management function that was used earlier.
We have chosen the term art and science as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision and
rigorous application of theory that is required.
Human Resource Development (HRD) means to develop available manpower through suitable
methods such as training, promotions, transfers and opportunities for career development. HRD
programs create a team of well-trained, efficient and capable managers and subordinates. Such team
constitutes an important asset of an enterprise. One organisation is different from another mainly
because of the people (employees) working there in. According to Peter F. Drucker, "The prosperity,
if not the survival of any business depends on the performance of its managers
of tomorrow." The human resource should be nurtured and used for the benefit of the organisation.
Uses of Human Resource Management in an organization:
Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. It can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration, and training.
HRM is also a strategic and comprehensive approach to managing people and the workplace
culture and environment. Effective HRM enables employees to contribute effectively and
productively to the overall company direction and the accomplishment of the organization's
goals and objectives.
Human Resource Management is moving away from traditional personnel, administration, and
transactional roles, which are increasingly outsourced. HRM is now expected to add value to the
strategic utilization of employees and that employee programs impact the business in
measurable ways. The new role of HRM involves strategic direction and HRM metrics and
measurements to demonstrate value.
The Human Resource Management (HRM) function includes a variety of activities, and key
among them is responsibility for human resources -- for deciding what staffing needs you have
and whether to use independent contractors or hire employees to fill these needs, recruiting
and training the best employees, ensuring they are high performers, dealing with performance
issues, and ensuring your personnel and management practices conform to various regulations.
Activities also include managing your approach to employee benefits and compensation,
employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have
to carry out these activities themselves because they can't yet afford part- or full-time help.
However, they should always ensure that employees have -- and are aware of -- personnel
policies which conform to current regulations. These policies are often in the form of employee
manuals, which all employees have.
HRM is widening with every passing day. It covers but is not limited to HR planning, hiring
(recruitment and selection), training and development, payroll management, rewards and
recognitions, Industrial relations, grievance handling, legal procedures etc. In other words, we
can say that its about developing and managing harmonious relationships at workplace and
striking a balance between organizational goals and individual goals.


Advantages / Importance of HR:
Meeting manpower needs: Every Organisation needs adequate and properly qualified staff for
the conduct of regular business activities. Imaginative HRP is needed in order to meet the
growing and changing human resource needs of an organisation.
Replacement of manpower: The existing manpower in an Organisation is affected due to various
reasons such as retirement and removal of employees and labour turnover. HRP is needed to
estimate the shortfall in the manpower requirement and also for making suitable arrangements
for the recruitment and appointment of new staff.
Meeting growing manpower needs: The expansion or modernisation programme may be
undertaken by the enterprise. Manpower planning is needed in order to forecast and meet
additional manpower requirement due to expansion and growth needs through recruitment and
suitable training programs.
Meeting challenges of technological environment: HRP is helpful in effective use of
technological progress. To meet the challenge of new technology existing employees need to be
retrained and new employees may be recruited.
Coping with change: HRP enables an enterprise to cope with changes in competitive forces,
markets, products, and technology and government regulations. Such changes generate changes
in job content, skill, number and type of personals.
Increasing investment in HR: An employee who picks up skills and abilities becomes a valuable
resource because an organisation makes investments in its manpower either through direct
training or job assignments.
Adjusting manpower requirements: A situation may develop in; an organisation when there will
be surplus staff in one department and shortage of staff in some other department. Transfers
and promotions are made for meeting such situations.
Recruitment and selection of employees: HRP suggests the type of manpower required in an
organisation with necessary details. This facilitates recruitment and selection of suitable
personnel for jobs in the Organisation. Introduction of appropriate selection tests and
procedures is also possible as per the manpower requirements.
Placement of manpower: HRP is needed as it facilitates placement of newly selected persons in
different departments as per the qualifications and also as per the need of different
departments. Surplus or shortage of manpower is avoided and this ensures optimum utilization
of available manpower.
Training of manpower: HRP is helpful in selection and training activities. It ensures that
adequate numbers of persons are trained to fill up the future vacancies in the Organisation.

HR TOPICS - FUNCTIONS
Recruitment and Selection Process
Complete Recruitment life cycle
Levels of Companies
Technologies and Domineer
Portal Explanation
Explanation of Job Description and Analyzing of Requirement
Sourcing of Profiles from Portals
Screening of profiles as per the requirement
Calling the Candidates
Formatting of profiles and Trackers Preparation
Maintenance of Database
Training and Development
Concept of Training and Development
Training Needs Identification Process
Designing Annual Training Plans
Training Execution
Designing Employee Development Initiatives
Designing Supervisory Development Programs
Designing Management Development Programs
What is Training ROI and how to Calculate
Introduction to Best Trainer Skills, Knowledge and Abilities
Induction and Orientation
How to Design Induction Programs and Execution
How to Design on the Job Training Programs and Monitoring
How to evaluate effectiveness of Induction and on the Job Training Programs
Probation Confirmation and HR Role
Team Management Skills
Understanding What is a Team
Understanding Team Development Stages
What is your Team Membership Orientation
How to improve your effectiveness as Team Member
What is Team Leadership
Understanding my Orientation






HR Recruitment:

According to Edwin Flippo, "Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the Organisation."
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants
for the future human resources needs even though specific vacancies do not exist. Usually, the
recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an
anticipated vacancy.
It is the process to discover sources of manpower to meet the requirement of staffing schedule and to
employ effective measures for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organisation so that the management can select the right candidate for
the right job from this pool. The main objective of the recruitment process is to expedite the selection
process.
Recruitment is almost central to any management process and failure in recruitment can create
difficulties for any company including an adverse effect on its profitability and inappropriate levels of
staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in management
decision making and the recruitment process could itself be improved by following management
theories. The recruitment process could be improved in sophistication with Rodgers seven point plan,
Munro-Frasers five-fold grading system, psychological tests, personal interviews, etc. Recommendations
for specific and differentiated selection systems for different professions and specializations have been
given. A new national selection system for psychiatrists, anesthetists and dental surgeons has been
proposed within the UK health sector

Need for Recruitment
The need for recruitment may be due to the following reasons / situations
Vacancies: due to promotions, transfers, retirement, termination, permanent disability, death
and labour turnover.
Creation of new vacancies: due to growth, expansion and diversification of business activities of
an enterprise.
In addition, new vacancies are possible due to job respecification.
The recruitment and selection is the major function of the human resource department and recruitment
process is the first step towards creating the competitive strength and the strategic advantage for the
organisations. Recruitment process involves a systematic procedure from sourcing the candidates to
arranging and conducting the interviews and requires many resources and time. A general recruitment
process is as follows:
Identifying the vacancy:
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:
Posts to be filled
Number of persons
Duties to be performed
Qualifications required

Preparing the job description and person specification.
Locating and developing the sources of required number and type of employees (Advertising
etc).
Short-listing and identifying the prospective employee with required characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making



The HR Role in Recruitment changed and HRM:
Decides about the design of the recruitment processes and to decide about the split of roles and
responsibilities between Human Resources and Hiring Manager
Decides about the right profile of the candidate
Decides about the sources of candidates
Decides about the measures to be monitored to measure the success of the process
A traditional role of HR in Recruitment was an administrative part of the whole process. The HRM was
responsible for maintaining the vacancies advertised and monitored, but the real impact of HRM to the
performance of the whole recruitment process was minimal.
But as the role of Human Resources in the business was increasing, the HR Strategy was changed. From
making the process working to the real management of HR Processes and the Recruitment Process was
the first to manage.
The role of HR in Recruitment is very important as HRM is the function to work on the development of
the recruitment process and to make the process very competitive on the market. As the job market
gets more and more competitive, the clearly defined HR Role in Recruitment will be growing quickly.
HRM is not a function to conduct all the interviews today, the main role of Human Resources is to make
the recruitment process more attractive and competitive on the job market.



Scope of HR Recruitment:
HR jobs are one of most important tasks in any company or organization.
To structure the Recruitment policy of company for different categories of employees.
To analyses the recruitment policy of the organization.
To compare the Recruitment policy with general policy.
To provide a systematic recruitment process.
It extends to the whole Organization. It covers corporate office, sites and works appointments
all over India.
It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior
Management cadres.
A recruitment agency provides you with career counseling which renders a crystal clear picture
of what are the possible career options out there for you and which job option suits you the
best.
Objective of HR
To obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.
Recruitment helps to create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time.
Recruitment serves as the first step in fulfilling the needs of organizations for a competitive,
motivated and flexible human resource that can help achieve its objectives.
The recruitment process exists as the organization hire new people, who are aligned with the
expectations and they can fit into the organization quickly.
Advantage of Outsourcing Recruitment/Hiring of Consultancy
Traditionally, recruitment is seen as the cost incurring process in an organization. HR outsourcing helps
the HR professionals of the organisations to concentrate on the strategic functions and processes of
human resource management rather than wasting their efforts, time and money on the routine work.
Outsourcing the recruitment process helps to cut the recruitment costs to 20 % and also provide
economies of scale to the large sized organizations.
The major advantages of outsourcing performance management are:











Outsourcing is beneficial for both the corporate organisations that use the outsourcing services as well
as the consultancies that provide the service to the corporate. Apart from increasing their revenues,
outsourcing provides business opportunities to the service providers, enhancing the skill set of the
service providers and exposure to the different corporate experiences thereby increasing their
expertise.
The advantages accruing to the corporate are:
Turning the management's focus to strategic level processes of HRM
Accessibility to the expertise of the service providers
Freedom from red tape and adhering to strict rules and regulations
Optimal resource utilisation
Structured and fair performance management.
A satisfied and, hence, highly productive employees
Value creation, operational flexibility and competitive advantage
Cost Reduction
Result
Qualitative/Quantitative
Time saving of
Company
Hiring of consultancy
Focus Management
Effort
Therefore outsourcing helps both the organisations and the consultancies to grow and perform better.

Changing Role of Recruitment Intermediaries:
Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand of their
services, both by the employers and the job seekers. With an already saturated job market, the
recruitment intermediaries have gained a vital position acting as a link between the job seekers and the
employers.
But at the same time, one of the major threats faced by this industry is the growing popularity of e-
recruitment. With the changing demand, technologies and the penetration and increasing use of
internet, the recruitment consultancies or the intermediaries are facing tough competition. To retain
and maintain their position in the recruitment market, the recruitment intermediaries or consultants (as
they are commonly known) are witnessing and incorporating various changes in terms of their role,
functions and the services.
According to a survey amongst top employers, most of them agree with the growing influence of
technology and the Internet on the recruitment processes. 70 per cent of employers reported the use of
application portal on their companys official website. Apart from that, the emerging popularity of the
job portals is also growing.
But the fact that the intermediaries or the consultants are able to provide their expert services,
economies of scale, up to 40 percent savings in the recruitment costs, knowledge of the market, the
candidates, understanding of the requirements, and most importantly, the assess to the suitable and
talented candidates and the structured recruitment processes. The recruitment intermediaries save the
organisations from the tedious of weeding out unsuitable resumes, co-coordinating interviews, posting
vacancies etc. give them an edge over the other sources of recruitment.
To retain their position as the service providers in the recruitment market, the recruitment
intermediaries are providing vale added services to the organisations. They are incorporating the use of
internet and job portals, making their services more efficient.
Despite of the growing use of the internet, the recruitment intermediaries are predicted to continue
dominating the recruitment market in the anticipated future.



Recruitment Management System
Recruitment management system is the comprehensive tool to manage the entire recruitment
processes of an organisation. It is one of the technological tools facilitated by the information
management systems to the HR of organisations. Just like performance management, payroll and other
systems, Recruitment management system helps to contour the recruitment processes and effectively
managing the ROI on recruitment.
The features, functions and major benefits of the recruitment management system are 4explained
below:
Structure and systematically organize the entire recruitment processes.
Recruitment management system facilitates faster, unbiased, accurate and reliable processing
of applications from various applications.
Helps to reduce the time-per-hire and cost-per-hire.
Recruitment management system helps to incorporate and integrate the various links like the
application system on the official website of the company, the unsolicited applications,
outsourcing recruitment, the final decision making to the main recruitment process.
Recruitment management system maintains an automated active database of the applicants
facilitating the talent management and increasing the efficiency of the recruitment processes.
Recruitment management system provides and a flexible, automated and interactive interface
between the online application system, the recruitment department of the company and the job
seeker.
Offers tolls and support to enhance productivity, solutions and optimizing the recruitment
processes to ensure improved ROI.
Recruitment management system helps to communicate and create healthy relationships with
the candidates through the entire recruitment process.
The Recruitment Management System (RMS) is an innovative information system tool which
helps to sane the time and costs of the recruiters and improving the recruitment processes.


HR Recruitment Process








1. Client need assessment
Define objectives and specifications
Understand client's business and culture
Understand the job/position specifications
Understand roles and responsibilities of the prospective candidate
Develop a search plan and review with the client
2. Candidate Identification
Identify target sources
Extensive organization mapping, research & database search of the profile
Provide status report to client about the available talent pool
3. Candidate assessment and Presentation
Screen and evaluate candidates
Personal Interviews with Candidates wherever possible - assess skills, interest level and cultural
fit
Discuss the shortlist with the client and send resumes
4. Candidate interview, selection & Presentation of Offer
Facilitate interviews with the client
Obtain feedback
Participate in decision making process
Provide inputs on candidate's desired compensation
5. Closure & Follow up
Negotiate offer acceptance
Execute Reference check, Compensation & Job Level Discussions
Coordinate Joining Formalities and on boarding as per predefined date
Closing review to understand client's level of satisfaction.
HR Telephonic Interview Questions:
Tell me about yourself?
Tell me about your job profile?
How much current CTC, youre getting in current organization?
How much youre expecting form new organization?
How the notice period you required if you are selected?
Why did you want to resign from your previous job?
HR Challenges in Recruitment
Recruitment is a function that requires business perspective, expertise, ability to find and match the
best potential candidate for the organisation, diplomacy, marketing skills (as to sell the position to the
candidate) and wisdom to align the recruitment processes for the benefit of the organisation. The HR
professionals handling the recruitment function of the organisation- are constantly facing new
challenges. The biggest challenge for such professionals is to source or recruit the best people or
potential candidate for the organisation.
In the last few years, the job market has undergone some fundamental changes in terms of
technologies, sources of recruitment, competition in the market etc. In an already saturated job market,
where the practices like poaching and raiding are gaining momentum, HR professionals are constantly
facing new challenges in one of their most important function- recruitment. They have to face and
conquer various challenges to find the best candidates for their organisations.
The major challenges faced by the HR in recruitment are:
Adaptability to globalization The HR professionals are expected and required to keep in tune
with the changing times, i.e. the changes taking place across the globe. HR should maintain the
timeliness of the process
Lack of motivation Recruitment is considered to be a thankless job. Even if the organisation is
achieving results, HR department or professionals are not thanked for recruiting the right
employees and performers.
Process analysis The immediacy and speed of the recruitment process are the main concerns
of the HR in recruitment. The process should be flexible, adaptive and responsive to the
immediate requirements. The recruitment process should also be cost effective.
Strategic prioritization The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks
to meet the changes in the market has become a challenge for the recruitment professionals.


HYDROELECTRIC POWER -- WHAT IS IT?

It is a form of energy a renewable resource. Hydropower provides about 96 percent of the
renewable energy in the United States. Other renewable resources include geothermal, wave
power, tidal power, wind power, and solar power. Hydroelectric power plants do not use up
resources to create electricity nor do they pollute the air, land, or water, as other power plants
may. Hydroelectric power has played an important part in the development of this Nation's
electric power industry. Both small and large hydroelectric power developments were
instrumental in the early expansion of the electric power industry.
Hydroelectric power comes from flowing water winter and spring runoff from mountain
streams and clear lakes. Water, when it is falling by the force of gravity, can be used to turn
turbines and generators that produce electricity.
Hydroelectric power is important to our Nation. Growing populations and modern technologies
require vast amounts of electricity for creating, building, and expanding. In the 1920's,
hydroelectric plants supplied as much as 40 percent of the electric energy produced. Although
the amount of energy produced by this means has steadily increased, the amount produced by
other types of powerplants has increased at a faster rate and hydroelectric power presently
supplies about 10 percent of the electrical generating capacity of the United States.
Hydropower is an essential contributor in the national power grid because of its ability to
respond quickly to rapidly varying loads or system disturbances, which base load plants with
steam systems powered by combustion or nuclear processes cannot accommodate.
Reclamation=s 58 powerplants throughout the Western United States produce an average of 42
billion kWh (kilowatt-hours) per year, enough to meet the residential needs of more than 14
million people. This is the electrical energy equivalent of about 72 million barrels of oil.
Hydroelectric powerplants are the most efficient means of producing electric energy. The
efficiency of today's hydroelectric plant is about 90 percent. Hydroelectric plants do not create
air pollution, the fuel--falling water--is not consumed, projects have long lives relative to other
forms of energy generation, and hydroelectric generators respond quickly to changing system
conditions. These favorable characteristics continue to make hydroelectric projects attractive
sources of electric power.
HOW HYDROPOWER WORKS
Hydroelectric power comes from water at work, water in motion. It can be seen as a form of
solar energy, as the sun powers the hydrologic cycle which gives the earth its water. In the
hydrologic cycle, atmospheric water reaches the earth=s surface as precipitation. Some of this
water evaporates, but much of it either percolates into the soil or becomes surface runoff. Water
from rain and melting snow eventually reaches ponds, lakes, reservoirs, or oceans where
evaporation is constantly occurring.

Moisture percolating into the soil may become ground water (subsurface water), some of which
also enters water bodies through springs or underground streams. Ground water may move
upward through soil during dry periods and may return to the atmosphere by evaporation.
Water vapor passes into the atmosphere by evaporation then circulates, condenses into clouds,
and some returns to earth as precipitation. Thus, the water cycle is complete. Nature ensures that
water is a renewable resource.
Generating Power
In nature, energy cannot be created or destroyed, but its form can change. In generating
electricity, no new energy is created. Actually one form of energy is converted to another form.
To generate electricity, water must be in motion. This is kinetic (moving) energy. When flowing
water turns blades in a turbine, the form is changed to mechanical (machine) energy. The turbine
turns the generator rotor which then converts this mechanical energy into another energy form --
electricity. Since water is the initial source of energy, we call this hydroelectric power or
hydropower for short.
At facilities called hydroelectric powerplants, hydropower is generated. Some powerplants are
located on rivers, streams, and canals, but for a reliable water supply, dams are needed. Dams
store water for later release for such purposes as irrigation, domestic and industrial use, and
power generation. The reservoir acts much like a battery, storing water to be released as needed
to generate power.

The dam creates a Ahead@ or height from which water flows. A pipe (penstock) carries the
water from the reservoir to the turbine. The fast-moving water pushes the turbine blades,
something like a pinwheel in the wind. The waters force on the turbine blades turns the rotor, the
moving part of the electric generator. When coils of wire on the rotor sweep past the generator=s
stationary coil (stator), electricity is produced.
This concept was discovered by Michael Faraday in 1831 when he found that electricity could be
generated by rotating magnets within copper coils.
When the water has completed its task, it flows on unchanged to serve other needs.
Transmitting Power
Once the electricity is produced, it must be delivered to where it is needed -- our homes, schools,
offices, factories, etc. Dams are often in remote locations and power must be transmitted over
some distance to its users.

Vast networks of transmission lines and facilities are used to bring electricity to us in a form we
can use. All the electricity made at a powerplant comes first through transformers which raise the
voltage so it can travel long distances through powerlines. (Voltage is the pressure that forces an
electric current through a wire.) At local substations, transformers reduce the voltage so
electricity can be divided up and directed throughout an area.
Transformers on poles (or buried underground, in some neighborhoods) further reduce the
electric power to the right voltage for appliances and use in the home. When electricity gets to
our homes, we buy it by the kilowatt-hour, and a meter measures how much we use.
While hydroelectric powerplants are one source of electricity, other sources include powerplants
that burn fossil fuels or split atoms to create steam which in turn is used to generate power. Gas-
turbine, solar, geothermal, and wind-powered systems are other sources. All these powerplants
may use the same system of transmission lines and stations in an area to bring power to you. By
use of this Apower grid, electricity can be interchanged among several utility systems to meet
varying demands. So the electricity lighting your reading lamp now may be from a hydroelectric
powerplant, a wind generator, a nuclear facility, or a coal, gas, or oil-fired powerplant or a
combination of these.

The area where you live and its energy resources are prime factors in determining what kind of
power you use. For example, in Washington State hydroelectric powerplants provided
approximately 80 percent of the electrical power during 2002. In contrast, in Ohio during the
same year, almost 87 percent of the electrical power came from coal-fired powerplants due to the
area=s ample supply of coal.
Electrical utilities range from large systems serving broad regional areas to small power
companies serving individual communities. Most electric utilities are investor-owned (private)
power companies. Others are owned by towns, cities, and rural electric associations. Surplus
power produced at facilities owned by the Federal Government is marketed to preference power
customers (A customer given preference by law in the purchase of federally generated electrical
energy which is generally an entity which is nonprofit and publicly financed.) by the Department
of Energy through its power marketing administrations.

How Power is Computed
Before a hydroelectric power site is developed, engineers compute how much power can be
produced when the facility is complete. The actual output of energy at a dam is determined by
the volume of water released (discharge) and the vertical distance the water falls (head). So, a
given amount of water falling a given distance will produce a certain amount of energy. The
head and the discharge at the power site and the desired rotational speed of the generator
determine the type of turbine to be used.
The head produces a pressure (water pressure), and the greater the head, the greater the pressure
to drive turbines. This pressure is measured in pounds of force (pounds per square inch). More
head or faster flowing water means more power.

To find the theoretical horsepower (the measure of mechanical energy) from a specific site, this
formula is used:
THP = (Q x H)/8.8
where: THP = theoretical horsepower
Q = flow rate in cubic feet per second (cfs)
H = head in feet
8.8 = a constant
A more complicated formula is used to refine the calculations of this available power. The
formula takes into account losses in the amount of head due to friction in the penstock and other
variations due to the efficiency levels of mechanical devices used to harness the power.
To find how much electrical power we can expect, we must convert the mechanical measure
(horsepower) into electrical terms (watts). One horsepower is equal to 746 watts (U.S. measure).
Turbines
While there are only two basic types of turbines (impulse and reaction), there are many
variations. The specific type of turbine to be used in a powerplant is not selected until all
operational studies and cost estimates are complete. The turbine selected depends largely on the
site conditions.
A reaction turbine is a horizontal or vertical wheel that operates with the wheel completely
submerged, a feature which reduces turbulence. In theory, the reaction turbine works like a
rotating lawn sprinkler where water at a central point is under pressure and escapes from the ends
of the blades, causing rotation. Reaction turbines are the type most widely used.

An impulse turbine is a horizontal or vertical wheel that uses the kinetic energy of water striking
its buckets or blades to cause rotation. The wheel is covered by a housing and the buckets or
blades are shaped so they turn the flow of water about 170 degrees inside the housing. After
turning the blades or buckets, the water falls to the bottom of the wheel housing and flows out.
Modern Concepts and Future Role
Hydropower does not discharge pollutants into the environment; however, it is not free from
adverse environmental effects. Considerable efforts have been made to reduce environmental
problems associated with hydropower operations, such as providing safe fish passage and
improved water quality in the past decade at both Federal facilities and non-Federal facilities
licensed by the Federal Energy Regulatory Commission.
Efforts to ensure the safety of dams and the use of newly available computer technologies to
optimize operations have provided additional opportunities to improve the environment. Yet,
many unanswered questions remain about how best to maintain the economic viability of
hydropower in the face of increased demands to protect fish and other environmental resources.
Reclamation actively pursues research and development (R&D) programs to improve the
operating efficiency and the environmental performance of hydropower facilities.

Hydropower research and development today is primarily being conducted in the following
areas:
Fish Passage, Behavior, and Response
Turbine-Related Projects
Monitoring Tool Development
Hydrology
Water Quality
Dam Safety
Operations & Maintenance
Water Resources Management
Reclamation continues to work to improve the reliability and efficiency of generating
hydropower. Today, engineers want to make the most of new and existing facilities to increase
production and efficiency. Existing hydropower concepts and approaches include:
-- Uprating existing powerplants
-- Developing small plants (low-head hydropower)
-- Peaking with hydropower
-- Pumped storage
-- Tying hydropower to other forms of energy
Uprating
The uprating of existing hydroelectric generator and turbine units at powerplants is one of the
most immediate, cost-effective, and environmentally acceptable means of developing additional
electric power. Since 1978, Reclamation has pursued an aggressive uprating program which has
added more than 1,600,000 kW to Reclamation's capacity at an average cost of $69 per kilowatt.
This compares to an average cost for providing new peaking capacity through oil-fired
generators of more than $400 per kilowatt. Reclamation's uprating program has essentially
provided the equivalent of another major hydroelectric facility of the approximate magnitude of
Hoover Dam and Powerplant at a fraction of the cost and impact on the environment when
compared to any other means of providing new generation capacity.
Low-head Hydropower
A low-head dam is one with a water drop of less than 65 feet and a generating capacity less than
15,000 kW. Large, high-head dams can produce more power at lower costs than low-head dams,
but construction of large dams may be limited by lack of suitable sites, by environmental
considerations, or by economic conditions. In contrast, there are many existing small dams and
drops in elevation along canals where small generating plants could be installed. New low-head
dams could be built to increase output as well. The key to the usefulness of such units is their
ability to generate power near where it is needed, reducing the power inevitably lost during
transmission.

Peaking with Hydropower
Demands for power vary greatly during the day and night. These demands vary considerably
from season to season, as well. For example, the highest peaks are usually found during summer
daylight hours when air conditioners are running.
Nuclear and fossil fuel plants are not efficient for producing power for the short periods of
increased demand during peak periods. Their operational requirements and their long startup
times make them more efficient for meeting baseload needs.
Since hydroelectric generators can be started or stopped almost instantly, hydropower is more
responsive than most other energy sources for meeting peak demands. Water can be stored
overnight in a reservoir until needed during the day, and then released through turbines to
generate power to help supply the peakload demand. This mixing of power sources offers a
utility company the flexibility to operate steam plants most efficiently as base plants while
meeting peak needs with the help of hydropower. This technique can help ensure reliable
supplies and may help eliminate brownouts and blackouts caused by partial or total power
failures.
Today, many of Reclamation=s 58 powerplants are used to meet peak electrical energy demands,
rather than operating around the clock to meet the total daily demand. Increasing use of other
energy-producing powerplants in the future will not make hydroelectric powerplants obsolete or
unnecessary. On the contrary, hydropower can be even more important. While nuclear or fossil-
fuel powerplants can provide baseloads, hydroelectric powerplants can deal more economically
with varying peakload demands. This is a job they are well suited for.

Pumped Storage
Like peaking, pumped storage is a method of keeping water in reserve for peak period power
demands. Pumped storage is water pumped to a storage pool above the powerplant at a time
when customer demand for energy is low, such as during the middle of the night. The water is
then allowed to flow back through the turbine-generators at times when demand is high and a
heavy load is place on the system.
The reservoir acts much like a battery, storing power in the form of water when demands are low
and producing maximum power during daily and seasonal peak periods. An advantage of
pumped storage is that hydroelectric generating units are able to start up quickly and make rapid
adjustments in output. They operate efficiently when used for one hour or several hours.
Because pumped storage reservoirs are relatively small, construction costs are generally low
compared with conventional hydropower facilities.

Tying Hydropower to Other Energy Forms
When we hear the term Asolar energy, we usually think of heat from the sun=s rays which can
be put to work. But there are other forms of solar energy. Just as hydropower is a form of solar
energy, so too is windpower. In effect, the sun causes the wind to blow by heating air masses that
rise, cool, and sink to earth again. Solar energy in some form is always at work -- in rays of
sunlight, in air currents, and in the water cycle.
Solar energy, in its various forms, has the potential of adding significant amounts of power for
our use. The solar energy that reaches our planet in a single week is greater than that contained in
all of the earth=s remaining coal, oil, and gas resources. However, the best sites for collecting
solar energy in various forms are often far removed from people, their homes, and work places.
Building thousands of miles of new transmission lines would make development of the power
too costly.
Because of the seasonal, daily, and even hourly changes in the weather, energy flow from the
wind and sun is neither constant nor reliable. Peak production times do not always coincide with
high power demand times. To depend on the variable wind and sun as main power sources would
not be acceptable to most American lifestyles. Imagine having to wait for the wind to blow to
cook a meal or for the sun to come out from behind a cloud to watch television!
As intermittent energy sources, solar power and wind power must be tied to major hydroelectric
power systems to be both economical and feasible. Hydropower can serve as an instant backup
and to meet peak demands.
Linking windpower and hydropower can add to the Nation=s supply of electrical energy. Large
wind machines can be tied to existing hydroelectric powerplants. Wind power can be used, when
the wind is blowing, to reduce demands on hydropower. That would allow dams to save their
water for later release to generate power in peak periods.
The benefits of solar power and wind power are many. The most valuable feature of all is the
replenishing supply of these types of energy. As long as the sun shines and the wind blows, these
resources are truly renewable.
Future Potential
What is the full potential of hydropower to help meet the Nation=s energy needs? The
hydropower resource assessment by the Department of Energy=s Hydropower Program has
identified 5,677 sites in the United States with acceptable undeveloped hydropower potential.
These sites have a modeled undeveloped capacity of about 30,000 MW. This represents about 40
percent of the existing conventional hydropower capacity.

A variety of restraints exist on this development, some natural and some imposed by our society.
The natural restraints include such things as occasional unfavorable terrain for dams. Other
restraints include disagreements about who should develop a resource or the resulting changes in
environmental conditions. Often, other developments already exist where a hydroelectric power
facility would require a dam and reservoir to be built.
Finding solutions to the problems imposed by natural restraints demands extensive engineering
efforts. Sometimes a solution is impossible, or so expensive that the entire project becomes
impractical. Solution to the societal issues is frequently much more difficult and the costs are far
greater than those imposed by nature. Developing the full potential of hydropower will require
consideration and coordination of many varied needs.
Hydropower, the Environment, and Society
It is important to remember that people, and all their actions, are part of the natural world. The
materials used for building, energy, clothing, food, and all the familiar parts of our day-to-day
world come from natural resources.
Our surroundings are composed largely of the Abuilt environment@ -- structures and facilities
built by humans for comfort, security, and well-being. As our built environment grows, we grow
more reliant on its offerings.

To meet our needs and support our built environment, we need electricity which can be
generated by using the resources of natural fuels. Most resources are not renewable; there is a
limited supply. In obtaining resources, it is often necessary to drill oil wells, tap natural gas
supplies, or mine coal and uranium. To put water to work on a large scale, storage dams are
needed.
We know that any innovation introduced by people has an impact on the natural environment.
That impact may be desirable to some, and at the same time, unacceptable to others. Using any
source of energy has some environmental cost. It is the degree of impact on the environment that
is crucial.
Some human activities have more profound and lasting impacts than others. Techniques to mine
resources from below the earth may leave long-lasting scars on the landscape. Oil wells may
detract from the beauty of open, grassy fields. Reservoirs behind dams may cover picturesque
valleys. Once available, use of energy sources can further impact the air, land, and water in
varying degrees.
People want clean air and water and a pleasing environment. We also want energy to heat and
light our homes and run our machines. What is the solution?

The situation seems straightforward: The demand for electrical power must be curbed or more
power must be produced in environmentally acceptable ways. The solution, however, is not so
simple.
Conservation can save electricity, but at the same time our population is growing steadily.
Growth is inevitable, and with it the increased demand for electric power.
Since natural resources will continue to be used, the wisest solution is a careful, planned
approach to their future use. All alternatives must be examined, and the most efficient,
acceptable methods must be pursued.
Hydroelectric facilities have many characteristics that favor developing new projects and
upgrading existing powerplants:
-- Hydroelectric powerplants do not use up limited nonrenewable resources to make electricity.
-- They do not cause pollution of air, land, or water.
-- They have low failure rates, low operating costs, and are reliable.
--They can provide startup power in the event of a system wide power failure.
As an added benefit, reservoirs have scenic and recreation value for campers, fishermen, and
water sports enthusiasts. The water is a home for fish and wildlife as well. Dams add to domestic
water supplies, control water quality, provide irrigation for agriculture, and avert flooding. Dams
can actually improve downstream conditions by allowing mud and other debris to settle out.
Existing powerplants can be uprated or new powerplants added at current dam sites without a
significant effect on the environment. New facilities can be constructed with consideration of the
environment. For instance, dams can be built at remote locations, powerplants can be placed
underground, and selective withdrawal systems can be used to control the water temperature
released from the dam. Facilities can incorporate features that aid fish and wildlife, such as
salmon runs or resting places for migratory birds.
In reconciling our natural and our built environments there will be tradeoffs and compromises.
As we learn to live in harmony as part of the environment, we must seek the best alternatives
among all ecologic, economic, technological, and social perspectives.
The value of water must be considered by all energy planners. Some water is now dammed and
can be put to work to make hydroelectric power. Other water is presently going to waste. The
fuel burned to replace this wasted energy is gone forever and, so, is a loss to our Nation.
The longer we delay the balanced development of our potential for hydropower, the more we
unnecessarily use up other vital resources.

HYDROPOWER -- FROM PAST TO PRESENT
By using water for power generation, people have worked with nature to achieve a better
lifestyle. The mechanical power of falling water is an age-old tool. As early as the 1700's,
Americans recognized the advantages of mechanical hydropower and used it extensively for
milling and pumping. By the early 1900's, hydroelectric power accounted for more than 40
percent of the Nation=s supply of electricity. In the West and Pacific Northwest, hydropower
provided about 75 percent of all the electricity consumed in the 1940's. With the increase in
development of other forms of electric power generation, hydropower=s percentage has slowly
declined to about 10 percent. However, many activities today still depend on hydropower.
Niagra Falls was the first of the American hydroelectric power sites developed for major
generation and is still a source of electric power today. Power from such early plants was used
initially for lighting, and when the electric motor came into being the demand for new electrical
energy started its upward spiral.
The Federal Government became involved in hydropower production because of its commitment
to water resource management in the arid West. The waterfalls of the Reclamation dams make
them significant producers of electricity. Hydroelectric power generation has long been an
integral part of Reclamation=s operations while it is actually a byproduct of water development.
In the early days, newly created projects lacked many of the modern conveniences, one of these
being electrical power. This made it desirable to take advantage of the potential power source in
water.
Powerplants were installed at the dam sites to carry on construction camp activities. Hydropower
was put to work lifting, moving and processing materials to build the dams and dig canals.
Powerplants ran sawmills, concrete plants, cableways, giant shovels, and draglines. Night
operations were possible because of the lights fed by hydroelectric power. When construction
was complete, hydropower drove pumps that provided drainage or conveyed water to lands at
higher elevations than could be served by gravity-flow canals.
Surplus power was sold to existing power distribution systems in the area. Local industries,
towns, and farm consumers benefited from the low-cost electricity. Much of the construction and
operating costs of dams and related facilities were paid for by this sale of surplus power, rather
than by the water users alone. This proved to be a great savings to irrigators struggling to survive
in the West.
Reclamation=s first hydroelectric powerplant was built to aid construction of the Theodore
Roosevelt Dam on the Salt River about 75 miles northeast of Phoenix, Arizona. Small
hydroelectric generators, installed prior to construction, provided energy for construction and for
equipment to lift stone blocks into place. Surplus power was sold to the community, and citizens
were quick to support expansion of the dam=s hydroelectric capacity. A 4,500-kW powerplant
was constructed and, in 1909, five generators were in operation, providing power to pump
irrigation water and furnishing electricity to the Phoenix area.

Power development, a byproduct of water development, had a tremendous impact on the area=s
economy and living conditions. Power was sold to farms, cities, and industries. Wells pumped by
electricity meant more irrigated land for agriculture, and pumping also lowered water tables in
those areas with waterlogging and alkaline soil problems. By 1916, nine pumping plants were in
operation irrigating more than 10,000 acres. In addition, Reclamation supplied all of the
residential and commercial power needs of Phoenix. Cheap hydropower, in abundant supply,
attracted industrial development as well. A private company was able to build a large smelter and
mill nearby to process low-grade copper ore, using hydroelectric power.
The Theodore Roosevelt Powerplant was one of the first large power facilities constructed by the
Federal Government. Its capacity has since been increased from 4,500 kW to more than 36,000
kW.
Power, first developed for building Theodore Roosevelt Dam and for pumping irrigation water,
also helped pay for construction, enhanced the lives of farmers and city dwellers, and attracted
new industry to the Phoenix area.
During World War I, Reclamation projects continued to provide water and hydroelectric power
to Western farms and ranches. This helped feed and clothe the Nation, and the power revenues
were a welcome source of income to the Federal Government.
The depression of the 1930's, coupled with widespread floods and drought in the West, spurred
building of great multipurpose Reclamation projects such as Grand Coulee Dam on the
Columbia River, Hoover Dam on the lower Colorado River, and the Central Valley Project in
California. This was the Abig dam@ period, and the low-cost hydropower produced by those
dams had a profound effect on urban and industrial growth.
World War II -- and the Nation=s need for hydroelectric power soared. At the outbreak of the
war, the Axis Nations had three times more available power than the United States. The demand
for power was identified in this 1942 statement on AThe War Program of the Department of the
Interior@:
AThe war budget of $56 billion will require 154 billion kWh of electric energy annually
for the manufacture of airplanes, tanks, guns, warships, and fighting material, and to
equip and serve the men of the Army, Navy, and Marine Corps.@
Each dollar spent for wartime industry required about 2-3/4 kWh of electric power. The demand
exceeded the total production capacity of all existing electric utilities in the United States. In
1942, 8.5 billion kWh of electric power was required to produce enough aluminum to meet the
President=s goal of 60,000 new planes.

Hydropower provided one of the best ways for rapidly expanding the country=s energy output.
Addition of more powerplant units at dams throughout the West made it possible to expand
energy production, and construction pushed ahead to speed up the availability of power. In 1941,
Reclamation produced more than five billion kWh, resulting in a 25 percent increase in
aluminum production. By 1944, Reclamation quadrupled its hydroelectric power output.
From 1940 through 1945, Reclamation powerplants produced 47 billion kWh of electricity,
enough to make:
69,000 airplanes
79,000 machine guns
5,000 ships
5,000 tanks
7,000,000 aircraft bombs, and
31,000,000 shells
During the war, Reclamation was the major producer of power in areas where needed resources
were located -- the West. The supply of low-cost electricity attracted large defense industries to
the area. Shipyards, steel mills, chemical companies, oil refineries, and automotive and aircraft
factories . . . all needed vast amounts of electrical power. Atomic energy installations were
located at Hanford, Washington, to make use of hydropower from Grand Coulee.
While power output of Reclamation projects energized the war industry, it was also used to
process food, light military posts, and meet needs of the civilian population in many areas.
With the end of the war, powerplants were put to use in rapidly developing peacetime industries.
Hydropower has been vital for the West=s industries which use mineral resources or farm
products as raw materials. Many industries have depended wholly on Federal hydropower. In
fact, periodic low flows on the Columbia River have disrupted manufacturing in that region.
Farming was tremendously important to America during the war and continues to be today.
Hydropower directly benefits rural areas in three ways:
-- It produces revenue which contributes toward repayment of irrigation facilities, easing the
water users= financial burden.
-- It makes irrigation of lands at higher elevations possible through pumping facilities.
-- It makes power available for use on the farm for domestic purposes.
Reclamation delivers 10 trillion gallons of water to more than 31 million people each year. This
includes providing one out of five Western farmers (140,000) with irrigation water for 10 million
farmland acres that produce 60% of the nation's vegetables and 25% of its fruits and nuts.

Some of the major hydroelectric powerplants built by Reclamation are located at:
-- Grand Coulee Dam on the Columbia River in Washington (the largest single electrical
generating complex in the United States)
-- Hoover Dam on the Colorado River in Arizona-Nevada
-- Glen Canyon Dam on the Colorado River in Arizona
-- Shasta Dam on the Sacramento River in California
-- Yellowtail Dam on the Bighorn River in Montana
Grand Coulee has a capacity of more than 6.8 million kW of power. Hydropower generated at
Grand Coulee furnishes a large share of the power requirements in the Pacific Northwest.
Reclamation is one of the largest operators of Federal power-generating stations. The agency
uses some of the power it produces to run its facilities, such as pumping plants. Excess
Reclamation hydropower is marketed by either the Bonneville Power Administration or the
Western Area Power Administration and is sold first to preferred customers, such as rural
electric power co-cooperatives, public utility districts, municipalities, and state and Federal
agencies. Any remaining power may be sold to private electric utilities. Reclamation generates
enough hydropower to meet the needs of millions of people and power revenues exceed $900
million a year. Power revenues are returned to the Federal Treasury to repay the cost of
constructing, operating, and maintaining projects.
33





COMPANY PROFILE




Uttarakhand is renowned for its scenic beauty and rivers. India's
two major rivers viz. Ganga and Yamuna start their journey from
here. Besides these two rivers, Uttarakhand has a large network
of rivers and canal which provides an immense scope for
hydropower energy. One of the first hydro-power station in India
was commissioned at Galogi in 1907. More power stations were
subsequently developed over a period of time.

12th February, 2001 - A new dawn in the Power Sector of
Uttarakhand when UJVNL came into existence, with some
promises to keep with the home state,
to emerge as a Power Major and to
make the state, so called "Urja Pradesh".

Uttarakhand has a very high potential which is yet to be
developed and to give impetus to power sector, Uttarakhand
Jal Vidyut Nigam Limited (UJVNL) was formed. UJVNL is a
wholly owned Corporation of the Government of Uttarakhand
set up for managing hydro power generation at existing power
stations and development, promotions of new hydro projects
with the purpose of harnessing, the known, and yet to be
known, hydro power resources of the State.

Today, UJVNL operates hydropower plants ranging in capacity from 0.2 MW to
376 MW, totaling up to 1306 MW. Though the State is more or less sufficient in its
energy generation to meet its own requirements, it is committed to develop its huge
hydro power resources in an early and efficient manner for economic well-being and
growth of the State and its people.

Genesis
34



UPSEB Unbundled :UPSEB Transfer Scheme 14-01-2000
Uttarakhand State Created:UP Reorganisation Act 09-11-2000
UJVN Ltd formed :1956 Companies Act 12-02-2001
UJVN Ltd Commenced Operations :Corporate Office in
2500 Sq ft Rented House.
09-11-2001
UJVN Ltd : took possessions of assets: 29-11-2000

Brief History of the UJVNL
The history of Uttarakhand Jal Vidyut Nigam Limited can be traced back to erstwhile
U.P. State Electricity Board (In short UPSEB). The erstwhile U.P. State Electricity Board
was trifurcated pursuant to enactment of U.P. Electricity Reforms Act, 1999. U.P. State
Electricity Reforms Transfer Scheme, 2000 was promulgated for execution of the
trifurcation of erstwhile UPSEB into U.P. Power Corporation Ltd. (In short UPPCL), U.P.
Jal Vidyut Nigam Ltd. (In short UPJVNL) and U.P. Rajya Vidyut Utpadan Nigam Ltd.. By
operation of the aforesaid Scheme all the Hydro Electric Projects earlier owned and
operated by UPSEB were transferred to UPJVNL (a Govt. Company existing prior to the
said trifurcation) in addition to other projects owned and operated by the UPJVNL
previously.

That UPJVNL was erstwhile known and setup as UP Alparthak Evam Laghu Jal Vidyut
Nigam Limited, a Government Company which was incorporated in 1985 to own
establish and operate small, mini and micro hydel projects. Later on the name of the
company was changed to UP Laghu Jal Vidyut Nigam Limited and ultimately to UP Jal
Vidyut Nigam Limited in 1996.

The State of U.P. was bifurcated by enforcement of U.P. Reorganization Act, 2000 (In
short Reorganization Act) as a result thereof the State of Uttarakhand came into
existence. The Govt. of India issued an order dated 05-11-01 u/s 63(4)(a) of the
Reorganization Act whereby assets and liabilities between UPJVNL and UJVNL were
divided. By operation of this order all the Hydro Power Assets of UPJVNL located in the
State of Uttarakhand were transferred to UJVNL. Since then UJVNL is operating all
these hydro power plants.



Vision, Mission, Values
35


Vision
To be an excellent & efficient organization on
Strength of its Human Resources.
To be a significant player in the National
Power Sector.
To induce adjacent infrastructure business that
provide opportunities for growth.
To be the best corporate in Uttarakhand
To care for all.
Mission
Contribution to improvement in the quality of life in Uttarakhand.
Values
Creation of value for all stakeholder.
Result oriented with professional work culture.
Earn trust through fair business practices with all.
Growth balanced with environmental protection & enrichment.

Board Of Directors

1. Shri Subhash Kumar 6. Shri S. Ramaswamy
Chairman-UJVNL & Chief Secretary, GoU Principal Secretary (Planning),GoU
2. Shri J.L.Bajaj 7. Dr. Uma Kant Panwar
Independent Director Secretary Energy,GoU
3. Shri C.M. Vasudev 8. Shri M.C. Joshi
Independent Director Additional Secretary ,GoU
4. Shri S.C. Sen 9. Shri G.P.Patel
Independent Director Managing Director,UJVNL
5. Shri Rakesh Sharma 10. Shri Sandeep Singhal
Additional Chief Secretary (Finance and Ind.Dev.),GoU Director (Projects), UJVNL

Shri Arun Sabharwal

Company Secretary, UJVNL

Top Management


36

Key Managerial Personnel

1. Shri G.P. Patel
Managing Director, UJVNL

3. Shri C.P. Madan
Chief Finance Officer

2. Shri Arun Sabharwal
Company Secretary

4. Shri Sandeep Singhal
Director (Projects)

Directors

1. Shri Subhash Kumar
Chairman, UJVNL

4. Shri Purushottam Singh
Director(I/c) (Operations)

2. Shri G.P. Patel
Managing Director, UJVNL

5. Shri C.P. Madan
Director(I/c)(Finance)

3. Shri Sandeep Singhal
Director (Projects)

6. Shri S.K. Chopra
Director(I/c) (HR)

Executive Directors

1. Shri Purushottam Singh
Executive Director(E&M)

3. Shri S.K. Chopra
Executive Director (HR)

2. Shri C.P. Madan
Executive Director (Finance)

4. Shri Arvind Kumar
Executive Director(I/c) (Civil)

General Managers

1. Shri Arvind Kumar
General Manager(SHP)

9. Shri Rajiv Aggarwal
General Manager(LVP)

2. Shri V. K. Saxena
General Manager(RM&U)

10. Shri Sanjaya Mittal
General Manager (P&M)

3. Shri T.M. Bhardwaj
General Manager (E&M Design)

11. Smt. S.K. Jaiswal
General Manager(Commercial)

4. Shri Surinder Kumar
General Manager (Ganga Valley)

12. Shri S.C. Baluni
General Manager(CD&H & New
Projects)

5. Shri Irshad Ali
General Manager (Bhagirathi Valley)

13. Shri Mohd. Nasir
General Manager(Manpower Planning)

6. Shri Pankaj Kumar
General Manager(MDO)

14. Shri Amitabh Maitra
General Manager(F&A)

37

7. Shri Ajay Patel
General Manager(Civil-Maneri)

15. Smt. Rama Sharma Bahuguna
General Manager(P&IR)

8. Shri Himanshu Awasthi
General Manager (Yamuna Valley)



Company Secretary


Shri Arun Sabharwal


Credentials

Largest pre-1910 plant located at Galogi, Uttarakhand (Dehradun-Mussoorie
Road).

North India's first underground power house at Chibro.

India's first tandem operation of Chibro-Khodri Power Station.

India's first 220 KV two tier switchyard at Chibro Power station.

Trifurcation of H.R.T. (Partly) of Khodri Power Station due to Inter-Thrust Zone.

Replacement of runner chamber by N.S. Grout & Epoxy filling at Chilla Power
Station for the first time in India.

2000 engineer-years of hydropower O & M experience.

International level Design & Research facilities at Irrigation Design Organization
& Irrigation Research Institute at Roorkee.

Maneri Bhali-II (Dharasu, Chinyalisaur) - Power Station of 4 units of 76 MW with
Francis turbines along with a 220 kV switchyard. Annual generation of 1566
GWh.

Generation Targets For The Year 2011-12 as Fixed By CEA

Generation (MU) Since Formation of UJVNL

Generation (MU) - LHPs (2010-11)

Generation (MU) - SHPs (2010-11)
38


OBJECTIVES OF STUDY

The main objectives of the study are as follows:
i. To understand the process of recruitment
ii. To know the sources of recruitment at various levels and various jobs
iii. To critically analyze the functioning of recruitment procedures
iv. To identify the probable area of improvement to make recruitment procedure more effective
v. To know the managerial satisfaction level as well as to know the yield ratio
vi. To search or headhunt people whose, skill fits into the companys values














39


RESEARCH METHODOLOGY

RESEARCH is a careful investigation or inquiry especially through search for new facts in any branch of
knowledge.
METHODOLOGY OF STUDY:
The project is a systematic presentation consisting of the enunciated problem, formulated hypothesis,
collected facts of data, analyzed facts and proposed conclusions in form of recommendations.
The data has been collected from both the sources primary and secondary sources.
DATA COLLECTION:
Primary Data:
Primary data was collected through survey method by distributing questionnaires to employees.
The questionnaires were carefully designed by taking into account the parameters of my study.
Secondary Data:
Data was collected from web sites, going through the records of the organisation, etc. It is the data
which has been collected by individual or someone else for the purpose of other than those of our
particular research study. Or in other words we can say that secondary data is the data used
previously for the analysis and the results are undertaken for the next process.
KIND OF RESEARCH
The research done by
EXPLORATORY RESEARCH
This kind of research has the primary objective of development of insights into the problem. It studies
the main area where the problem lies and also tries to evaluate some appropriate courses of action.

Sample Design:
A complete interaction and enumeration of all the employees was not possible so a sample was chosen
that consisted of 25 employees. The research was taken by necessary steps to avoid any biased while
collecting the data.
40

Tools of Analysis:
The data collected from both the sources is analyzed and interpreted in the systematic manner with the
help of statistical tool like percentages.

RESEARCH DESIGN:
A research design is the arrangement of the condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
A research design is the specification of methods and procedure for acquiring the information needed to
structure or to solve problems. It is the overall operation pattern or framework of the project that
stipulates what information is to be collected from which source and be what procedures.
1 What is study about?
2 What is study being made?
3 Where will the study be carried out?
4 What type of data is required?
5 Where can the required data be found?
6 What will be the sample design?
7 Technique of data collection.
8 How will data be analyzed?
Scope of study:
The benefit of the study for the researcher is that it helped to gain knowledge and experience and also
provided the opportunity to study and understand the prevalent recruitment procedures.
The key points of my research study are:
i. To Understand and analyze various HR factors including recruitment procedure at consultant.
ii. To suggest any measures/recommendations for the improvement of the recruitment
procedures
41




DATA ANALYSIS AND INTERPRETATION


The analysis of the data is done as per the survey finding. The data is represented
graphically in percentage. The percentage of the people opinion were analyzed
and expressed in the form of charts.

Question 1: What form of interview did you prefer?





Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where as only
20% goes for video conferencing and rest 10% adopt some other means of interviews.

Question 2: What source you adopt to source candidates?
42


Source: Compiled from questionnaire data
Interpretation:
This analysis indicates that most of the respondent i.e. 85% responded for Job Portal, 10% responded for
Candidate referral and 5% responded for Advertising.










Question 3: How many stages are involved in selecting the candidate? / How many Question you are
asking during the Telephonic interview round?
Candidate
Referral
10%
Advertising
5%
Job Portal
85%
Candidate Referral
Advertising
Job Portal
43


Most of the Executives Prefer two stages of interview, 40% prefer to take three stages interviews where
as only 10% goes for four rounds and rest 5% sometimes opt for one round of interviews.

Question 4: How do you track the source of candidate?


Most of the Executives 80% prefer online, 15% prefer Data where as only 5% goes for software to source
a candidate.

Question 5: Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process?
One
5%
Two
45%
Three
40%
Four
10%
One
Two
Three
Four
Software
5%
Online
80%
Data
15%
Software
Online
Data
44


This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5% responded for No.



Question 6: What is the average time spent by executives during recruitment (each candidate)?

This analysis indicates that most of the respondent i.e. 60% responded for 1 to 5 minutes, 20%
responded for 5 to 10 mins, whereas 10% responded for 10 15 mins and rest 10% responded for more
than 15 mins.

Question 7: Do you follow different recruitment process for different grades of employees?
Yes
95%
No
5%
Yes
No
1 - 5 minutes
60%
5 - 10 mins
20%
10 - 15 mins
10%
more than 15
mins
10%
1 - 5 minutes
5 - 10 mins
10 - 15 mins
more than 15 mins
45


This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5% responded for No.



Question 8: What are the basic questions you ask to the candidate?

This analysis indicates that the entire respondent i.e. 100% responded for asking all the basic questions.

Question 9: Do you have any system to calculate cost per recruitment?
Yes
95%
No
5%
Yes
No
Experience (Total
/ Relevent)
0%
Current /
Expected CTC
0%
Current Job
Profile
0%
Notice Period
0%
All of the Above
100%
Experience (Total / Relevent)
Current / Expected CTC
Current Job Profile
Notice Period
All of the Above
46


This analysis indicates that most of the respondent i.e. 70% responded for No and 30% responded for
Yes.




Question 10: Is there any provision for evaluation and control of recruitment process?

This analysis indicates that most of the respondent i.e. 55% responded for No and 45% responded for
Yes.

Question 11: Is there any facility for absorbing the trainees in your organization?
Yes
30%
No
70%
Yes
No
Yes
45%
No
55%
Yes
No
47


This analysis indicates that most of the respondent i.e. 70% responded for Yes and 30% responded for
No.





THEORITICAL FRAMEWORK:
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;
As per Behling et al, there are three ways in which a prospective employee makes a decision to join an
organization.
Accordingly, the following three theories of recruitment have been evolved:
Objective factor theory
Subjective factor theory
Critical contact theory
These theories can be explained as follows:
No
30%
Yes
70%
No
Yes
48

Objective Factor Theory
It assumes that the applicants are rational. As per this theory, the choice of organization by a potential
employee depends on objective assessment of tangible factors such as;
Pay package, Location, Opportunity per career growth, Nature of work and Educational opportunities.
The employer according to this theory considers certain factors among others; educational qualification,
years of experience and special qualification/experience.
Subjective Factor Theory
The decision making is dominated by social and psychological factors. The status of the job, reputation
of the organization and other similar factors plays an important role.
According to this theory, compatibility of individual personality with the image of organization is
decisive factor in choosing an organization by individual candidate seeking for employment. These
subjective factors are; Personal compatibility for the position, Competence and Best fit.


Critical Factor Theory
The critical factors observed by the candidate during his interaction with the organization play a vital
role in decision making. Recruiter being in touch with the candidate, promptness of response and similar
factors are important. This theory is more valid with the experienced professionals.
There are instances when a candidate is unable to choose an organization out of alternative based on
Objective and Subjective factor(s) listed above. This is due to many reasons such as limited contact and
insufficient data with regards to the organization or its own inability to analyze and come to ant
conclusion. In such cases, certain critical factors observed by the manager during interview and contact
with personnel of the organization will have profound influence in his decision process.
It must be noted that, the theoretical base given above by Behling et al was mostly influenced by the
working condition which existed in developed countries like The United States of America and European
countries. In these countries, vacancies are many and there is scarcity of suitable hands unlike in
developing countries like Cameroon where vacancies are less and hands are more resulting to large
scarce unemployment. The theoretical base given above cannot be applied in developing countries
except in hid paid jobs where higher skills and better knowledge are the prerequisites. In such cases,
49

candidates have variety of choices and he is the master of his choice. In production, servicing and
clerical jobs, unemployment is where the number of job seekers far exceeds the vacancies.
In such a situation, candidates have little choice and such, grab whatever organization call him or her for
employment. In such a case, the potential organization is in a better place to choose the candidates
from the many available.
Hence, the recruitment process should be that of filtering and re-distributing potential candidates not
only, for actual or anticipated organization vacancies but also searching for prospective employee.
From Behlings review, it could be assessed that workers output will increase due to certain objectives of
motivating them through regular payment. This will help to influence their working conditions thereby
making them to be effective at work.
Problems arise when unemployment rate is high and the number of those seeking for jobs far exceeds
the vacancies that exist. In this case, candidates have little choice to be offered the job in the institution.
Though they possess the knowledge, education, the process should be to filter and re-discover their
potentials.
When this happens, right (qualified) employees should be placed in the right positions and as a result, it
will lead to an increase in productivity.
Due to the subjective factor of a candidate being best fit for the job, it is not the best procedure to
determine whether his output will increase or decrease but it should be assessed from the critical factor
observed during interview and the contact with the personnel of the organization that will influence his
productivity and his decision making.
PersonalityJob Fit Theory
The personalityjob fit theory postulates that a person's personality traits will reveal insight as to
adaptability within an organization. The degree of confluence between a person and the organization is
expressed as their Person-Organization (P-O) fit. This also referred to as a personenvironment fit. A
common measure of the P-O fit is workplace efficacy; the rate at which workers are able to complete
tasks. These tasks are mitigated by workplace environs- for example, a worker who works more
efficiently as an individual than in a team will have a higher P-O fit for a workplace that stresses
individual tasks (such as accountancy). By matching the right personality with the right company
workers can achieve a better synergy and avoid pitfalls such as high turnover and low job satisfaction.
Employees are more likely to stay committed to organisations if the fit is 'good'.
In practice, P-O fit would be used to gauge integration with organizational competencies. The Individual
is assessed on these competencies, which reveals efficacy, motivation, influence, and co-worker respect.
50

Competencies can be assessed using various tools like psychological tests, competency based interview,
situational analysis, etc.
If the Individual displays a high P-O fit, we can say that the Individual would most likely be able to adjust
to the company environment and work culture, and would be able to perform at an optimum level.


















51


RECOMMENDATIONS AND SUGGESTIONS

According to the Survey, Recruitment differs from company to company for each category.
According to the Survey, the company do utilize internet sites for the recruitment process and
for finding the talent candidate
According to survey it is observed that the company are utilizing the job description in order to
make screening process more efficient















52


SUGGESTIONS

Time management is very essential and it should not be ignored at any level of the process.
Recruitment policy is satisfactory in EMC but the periodicity of recruitment is being more which
needs to be reduced.
Communication, personal and technical skills need to be tested for employees










53


CONCLUSIONS
Polices adopted by EMC are transparent, legal and scientific.
Recruitment is fair.
The recruitment should not be lengthy.
To some extent a clear picture of the required candidate should be made in order to search for
appropriate candidates.
Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a fresh
blood, new idea enters in the company.













54


Limitation of the study:
The study is subjected to the following limitations
The study is based on the data provided by the company statements so, the limitations of the
companys employees remaining are equally applicable.
In some cases data is collected from the companies past records.



















55

BIBLIOGRAPHY

C.B Mamoria and S.V. Gankar (2004), Personal Management Text and Cases. Himalaya
Publication.
Essentials of HRM and IR - P.Subba Rao.
Personal Management - C.B.Memoria.
Research Methodology -C.R.Kothari.
Personnel and Human Resource Management P. Subba Rao, Himalaya Publication
http://recruitment.naukrihub.com/meaning-of-recruitment.html
http://www.fempower.co.za/01/index.php?option=com_content&task=view&id=19&Ite
mid=34
http://en.wikipedia.org/wiki/Recruitment
https://www.google.co.in/
http://www.emc.com/

56

QUESTIONNAIRE ON RECRUITMENT PROCESS

Name
Companys name
Designation
Date-
Note Please fill the appropriate option.

Question 1: What form of interview did you prefer? ( )
a. Personal interviews b. telephonic interviews c. video conferencing d. Other

Question 2: What source you adopt to source candidates? ( )
a. Candidate referral b. Advertising c. Job portals

Question 3: How many stages are involved in selecting the candidate? / How many Question you are
asking during the Telephonic interview round? ( )
a. 1 b. 2 c. 3 d. 4 e. More

Question 4: How do you track the source of candidate? ( )
a. Software b. Online c. Data

Question 5: Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process? ( )
a. Yes b. No

Question 6: What is the average time spent by executives during recruitment (each candidate) ?
( )
a. 1mins to 5mins. b. 5 to 10 mins.
c. 10 to 15mins. d. More
57

Question 7: Do you follow different recruitment process for different grades of employees?
( )
a. No b. Yes

Question 8: What are the basic questions you ask to the candidate? ( )
a. Experience (Total/Relevant)
b. Current CTC/Expected CTC
c. Job Profile
d. Notice period
e. All the Above

Question 9: Do you have any system to calculate cost per recruitment? ( )
a. No
b. Yes, please specify

Question 10: Is there any provision for evaluation and control of recruitment process?
( )
a. Yes b. No

Question 11: Is there any facility for absorbing the trainees in your organization?
a. Yes b. No ( )