b

1. PROJECT REPORT ON
RECRUITMENT AND SELECTION
AT CMPDI
GUIDED BY:
VINITA THOKCHOM SUBMITTED BY:
SUMAN RASTOGI HEEMA KUMARI
ROLL NO: CUJ/I/2012/IMBA/11
CENTRAL UNIVERSITY OF JHARKHAND
19th May2014 to 20th June 2014

2. 2
DECLARATION
I hereby declare that this project report prepared in lieu of a compulsory paper for the partial
fulfillment of Integrated Master in business administration is my original work which I have
submitted in Central Mine Planning and Designing Institute to my guide Mrs. Vinita
Thokchom and Mrs. Suman Rastogi.
No part of it has been submitted to any other university or organization.
All the information and data in my project are authentic to the best of my knowledge and taken
from reliable sources.
HEEMA KUMARI

3. 3
CERTIFICATE OF COMPLETION
This is to certify that the project called RECRUITMENT AND SELECTION: “A case study of
CMPDI” submitted by Heema Kumari for the partial fulfillment of the requirement of the
IMBA, embodies the bonafide work done by her in personal and administration department from
20 May to 19 June 2014.
I also declare that this project report is a result of her effort and no part of this research has been
published earlier or been submitted as a project by her for any degree or diploma for any institute
or university.
DATE: SIGNATURE OF MENTOR

4. 2
ACKNOWLEDGEMENT
Project report is not the work of individual. It is more a combination of views, ideas,
suggestions, contribution and work involving many individuals.
I wish to express my deepest gratitude to Central Mine Planning and DesignInstitute’s
management for giving me an opportunity to be the part of their esteem organization and
enhance my knowledge by granting permission to do my training project under their guidance.
I m grateful to Mrs. Suman Rastogi my guide, for her invaluable guidance and cooperation
during the course of the project .She provided me with her assistance and support whenever
needed.
The project would not have been completed without the guidance of Mrs. Vinita Thokchom,
Assistant Manager (HR).
Last but not the least I would like to thanks all the internal employees and fellow trainee of
CMPDI for providing consistent encouragement.
The learning from this experience has been immense and would be cherished throughout the life.
HEEMA KUMARI

5. 5
EXECUTIVE SUMMARY
Managing human resources in today’s dynamic environment is becoming more and more
complex as well as important. Recognition of people as valuable resources in the organization
has led to increase trends in the organization which led to increase trends in employee
maintenance, job security, etc. My research project deals with “Manpower Planning at CMPDI”.
In this report, I have studied and evaluated the manpower planning process and recruitment and
selection process as it is carried out in the company.
The first section of my report deals with a detailed company’s profile .it includes the company’s
history: its activities and operations, organizational structure, etc .this section attempts to give
detailed information about the company and the nature of its functioning.
The second section deals with manpower planning and recruitment and selection. In this section ,
a brief conceptual explanation to manpower planning and recruitment and selection is selection.
It contains the definition, process and significance of manpower planning along with a brief
explanation of recruitment and selection.
In the third section of my report, I have conducted a research study to evaluate the process of
manpower planning and recruitment and selection at CMPDI. This section also contains my
findings, conclusion and suggestions.
The fourth and final sections of this report deals consists of extra information that I related to the
main contents of the report. This annexure includes the questionnaire on the basis of which the
primary data was collected and research report was conducted.

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TABLE OF CONTENT
Serial
No.
Topic
Page no
1. Coal India: a view inside 7
2 Central Mine Planning And Design
Institute: a view inside
12
3 Manpower planning 20
4 Recruitment and selection 29
5. Research Methodology 47
6. Analysis and Interpretation 49
7. Findings 56
8. Recommendations 57
9. Annexure 58
10. Conclusion 60
11. Bibliography 61

7. 7
CHAPTER-1
COAL INDIA LIMITED

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1.1 INTRODUCTION TO COAL INDIA LIMITED
Coal India Limited (CIL) as an organized state owned coal mining corporate came into being in
November 1975 with the government taking over private coal mine .With the government
undertaking over private coal mines. Head office of Coal India is located at Kolkata . With the
modest production of 79 million tons at the year of its inspection CIL today is the single largest
producer in the world . operating through 81 mining areas CIL is an apex body with 7 wholly
owned coal producing subsidiaries and 1 mine planning and consultancy company spread over 8
provincial states of India .CIL also fully owns a mining company in Mozambique christened as
‘coal India Africana limited’. CIL also manages 200 other establishment like workshop, hospitals
etc. Further it also owns 26 technical and management training institutes and 102 Vocational
Training Institute Centre .Indian Institute of Coal Management (IICM) as a state-of-the-art
Management Training ‘Centre of Excellence’ –the largest corporate Training Institute in India –
operates under CIL and conducts multi disciplinary management development programs.
CIL having fulfilled the financial and other prerequisites was granted the Maharatna recognition
in April 2011 .it is privileged status conferred by government of India to select state owned
enterprises in order to empower them to expand their operation and emerge as global giants. So
far ,the select club has only five members out of 217 Central Public Sector Enterprises in the
country .
SUBSIDIARIES COMPANIES
 Central Coalfields Limited(CCL), Ranchi, Jharkhand(1975)
 Bharat Coking Coal Limited(BCCL), Dhanbad, Jharkhand(1975)
 Eastern Coalfields Limited(ECL),Sanatoria, West Bengal (1975)
 South Eastern Coalfields Limited(SECL), Bilaspur , Chhattisgarh
 Western Coalfields Limited(WCL), Nagpur, Maharashtra(1975)
 Mahanadi Coalfields Limited(MCL), Sambalpur ,Orissa(1992)
 Northern Coalfields Limited(NCL), Singrauli, Madhya Pradesh

9. 9
 Coal India Africana Limitda, Mozambique
 The consultancy company is Central Mine Planning and Design Institude Limited
(CMPDIL), Ranchi , Jharkhand
FUNCTIONS OF CIL
 Pricing and distribution of coal
 Coal supply agreement
 Negotiation of wages
 Mobilization of resources
 Accounting policies

10. 2
CORPORATE STUCTUREOF COAL INDIA LIMITED

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SWOT ANALYSIS
Strength:
 World’s largest producer of mica; third largest producer of coal and lignite and barites;
ranks among the top producers of iron ore, bauxite, manganese ore and aluminum.
 Labors easily available
 Large quantity of high quality reserves
Weakness:
 Coal mining in India is associated with poor employee productivity
 The output per annum in India varies from 150 to 2,650 tons compared to an average of
around 12,000 tons in the U.S And Australia.
 Historically, opencast mining has been favored over underground mining. This has led to
land degradation, environmental pollution and reduced quality of coal as it tends to get
mixed with other matter.
Opportunities:
 Potential areas for exploration ventures include gold, diamond, copper, lead, zinc, nickel,
cobalt, lithium, tin, tungsten, silver, platinum group of metals and other rare metals,
chromites and manganese ore and fertilizer mineral.
Threat:
 Large integrated international metal manufacturer including POSCO, Mittal Steel and
Alcan have announced plans for expansion in India.
 Mining companies and equipment supplies are under the constant threat of being taken
over by foreign companies.

12. 2
CHAPTER-2
COMPANY PROFILE:
CENTRAL MINE PLANNING AND DESIGN
INSTITUTE

13. 13
2.1 INTRODUCTION
CMPDI, An ISO-9001 Company, holds the pre-eminent position as India’s largest consultancy
organization and the market leader in an expanding earth resource sector. It was established in
the year 1975 as a subsidiary of Coal India Limited for rendering total consultancy services to
Coal India Limited and its seven subsidiaries.
To keep pace with the growth and the latest technological developments in the mineral and
mining industries, there is a need for consultant who can facilitate selection of appropriate
strategy-options to operate in today’s competitive environment.
CMPDI stands as a symbol of a specialist consultant for all those who are in the mineral and
mining sector. With three decades of experience and expertise in mineral exploration , mine
planning and design, infrastructure engineering, engineering ,environment, mineral beneficiation
and management services-CMPDI truly a unique ,multi-disciplinary and dynamic consulting
organization in this century .
CMPDI has more than 700 multidisciplinary technical professionals who combine innovation
and initiative to deliver fast and effective solutions in planning , implementation and
management of projects . it is equipped with modern laboratory facilities for undertaking various
analytical works to supplement its services .
It operates through its head quarters at Ranchi, the capital city of Jharkhand ,and seven Regional
Institutes located spread over six states that is:
o RI 1 located at Asansol
o RI 2 located at Dhanbad
o RI 3 located at Ranchi
o RI 4 located at Nagpur
o RI 5 located at Bilaspur
o RI 6 located at Singrauli
o RI 7 located at Bhubaneswar

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INFORMATION OF CMPDI
Central Mine Planning & Design Institute Limited (CMPDI) is a Government of India enterprise
having its corporate headquarters at Ranchi in India’
It is a fully onward subsidiary of Coal India Limited (CIL) and a Schedule-B company.
It is a Mini Ratna (Category-II) company since May 2009 and ISO 9001 certified since March
1998. It is also on way for ISO 27001 certification for its information management.
In 1972, CMPDI was originally conceived and proposed by a join study group with polish
experts as a comprehensive planning set up under one roof for entire Indian Mining industry,
which was then operating on a rudimentary planning system. This was also the time when Indian
coal industry was being nationalized to enable it to support the high growth of energy sector
required for speedy industrial growth of the country in the coming years.
In December 1973, the Government of India approved the proposal of CMPDI’s formation
restricting its field of activities initially to the then nationalized coal industry , since the need for
scientific planning for the coal mining sector has become paramount.
In January 1974, CMPDI started functioning as a division of the then recently constituted Coal
Mines Authority Ltd. (CMAL), and the planning wingh of erstwhile National Coal Development
Corporation (NCDC) forming its nucleus.
On 1st November 1975, CMAL was merged to form Coal India Ltd., and CMPDI attained the
status of a public limited company under CIL with declared scope of its business under its
Memorandum of Association broadly in line with its original proposal.
MISSION VISION OF CMPDI
Mission
The Mission of CMPDIL is to provide total consultancy in coal and mineral exploration, mining,
engineering and allied fields as the premier consultants in India and a leading one in the
international arena.

15. 15
Vision
The vision of CMPDI is to be the market leader in an expanding earth resource sector and allied
professionals activities.
OBJECTIVES:
Major objective of CMPDI are as follows:
1. To provide consultancy services in coal and mineral exploration including geological,
geophysical, hydrological and environmental data generation.
2. To improve quality of exploration for providing higher level of confidence of geological
assessment for optimum mine planning.
3. To optimize generation of exploration of internal resources by improving productivity,
preventing wastage and mobilizing adequate external resources to meet investment need.
4. Project planning and designing for coal mines, Coal beneficiation and utilization plants,
etc.
5. To promote, coordinate and ensure effectiveness of research activities in coal sector
under S&T and R&D Schemes.
6. To assimilate and disseminate technological information through information networks.
7. To undertake formulation of environmental management plan(EIA), Environmental
Impact Assessment(EIA) and Mine Closure Plans for coal mining and related projects.
8. Extending remote sensing services for land reclamation monitoring environmental data
generation, vegetation copper mapping, coal mine fire mapping, large scale topographical
mapping of coal fields, infrastructural planning including selection of TPS and washery
locations, etc.
9. To provide field and laboratory services to subsidiary coal producing companies of CIL.
10. To provide consultancy services to subsidiary coal producing companies of CIL.
11. To provide consultancy services to outside organization other than CIL and its
subsidiaries.

16. 2
FUNCTIONS:
CMPDI functions through its headquarters at Ranchi and its regional institution
numbered 1 to 7 located at Asansol, Dhanbad, Ranchi, Nagpur, Bilaspur, Singrauli, and
Bhubaneswar respectively along with various field units and exploration camps.
The services of CMPDI fall under the following two broad heads.
A. CMPDI’s Business Function, that is the consultancy and support for mineral
exploration, mining, infrastructural engineering, environmental management, and
management systems, especially to the mineral, mining and allied sectors, both
within and outside coal industry and country.
B. CMPDI’s corporate responsibilities, are as follows.
 Assisting ministry of coal (MoC) and planning commission for strategic
decisions retailing to coal-sector at the national level, through maintain
inventories of coal deposits, coal mining potentials and operations.
 Functioning as a nodal agency on behalf of government of India, e.g., for
schemes funded by MoC viz S&T projects, exploration work in non-CIL
blocks, Environmental Measures and Subsidence Control(EMSC) projects,
and CBM clearing house and for projects funded by CIL R&D Board.
 Liaison between MoC, CIL, and sister coal producing companies on
technical and operational matters.
 Working as in house planner and guide for coal-producing companies
under CIL as their integral part.
So, the services of CMPDI are for any of the following purposes.
 Services to pursue company’s business activities.
 Service s to pursue research & development needs of the industry, either
independently or in association with some external agencybody.

17. 17
 Services technically similar to the above, but undertaken as it corporate
obligations.
BRIEF FUNCTION OF CMPDI
A Brief description of all the function of CMPDI is given below:
a) Geological Exploration and Support System- This core function of CMPDI
Since its inception offers the following services for mineral deposits:
 Planning and execution of exploration;
 Resources evaluation and documentation for investment and exploitation decisions; and
 Related field tests and laboratory support

18. 2
b) Planning, Design and Support Services- Being another core function of CMPDI since
inception, this offers the following services for construction and operation of mining,
beneficiation, utilization, and other infrastructure and engineering projects.
 Formulation and evaluation of conceptual /pre-feasibility/feasibility studies, project
report, and the basic and detailed engineering design;
 Engineering and other related consultancy and support: and
 Related field test and laboratory support.
c) Environmental Management services – under offer since 1992, these covers all round
support to mining industry for environmental management during their planning and
operations including Mine Closure Planning,laboratory and test support. Land use
monitoring of all major opencast mines in Coal India Ltd. Are being carried out by
satellite surveillance on yearly basis.
d) Management System Services – Under offer since 1997, these cover complete range of
consultancy and support for creation, implementation, and certification of various
standardized management systems, e.g. ISO 14001 Environmental Management System,
OHSAS18001 occupational health and safety management, and SA 8000 social
accountability management.
e) Human Resource Development- Under offer since 1976, these cover technical,
managerial, and management-systems related training to the market clientele, particularly
in mineral and mining sector.
f) Specialized Services – Expert consultancy services are also offered in the field of
Geometries including Remote sensing, Ventilation & Gas survey in mines, Controlled
Blasting, Performance evaluation of new explosives, Mining, Electronics, Mine capacity
Assessment, Mine support Design ,Rock Mass Rating (RMR), Non-destructive testing,
Management System Consultancy, Measurement of Coal and OBR, etc.

19. 19
FUNCTIONS:
CMPDI functions through its headquarters at Ranchi and its regional institution
numbered 1 to 7 located at Asansol, Dhanbad, Ranchi, Nagpur, Bilaspur, Singrauli, and
Bhubaneswar respectively along with various field units and exploration camps.
The services of CMPDI fall under the following two broad heads.
C. CMPDI’s Business Function, that is the consultancy and support for mineral
exploration, mining, infrastructural engineering, environmental management, and
management systems, especially to the mineral, mining and allied sectors, both
within and outside coal industry and country.
D. CMPDI’s corporate responsibilities are as follows.
 Assisting ministry of coal (MoC) and planning commission for strategic
decisions retailing to coal-sector at the national level, through maintain
inventories of coal deposits, coal mining potentials and operations.
 Functioning as a nodal agency on behalf of government of India, e.g., for
schemes funded by MoC viz S&T projects, exploration work in non-CIL
blocks, Environmental Measures and Subsidence Control(EMSC) projects,
and CBM clearing house and for projects f

20. 2
CHAPTER-3
MANPOWER PLANNING
MANPOWER PLANNING
3.1 INTRODUCTION:
Manpower Planning is an important corporate asset and the overall performance of companies
depend upon the way it is put to use. In order to realize company objectives, it is essential to
have a human resource plan.
Manpower planning is essentially the process of getting the right number of qualified people into
the right job at the right time so that an organization excepts over time frame.

21. 21
Manpower Planning is forward looking function. It tries to assess the manpower requirement in
advance keeping the production schedules, market fluctuation, demand forecastsetcin the
background. It is an integral part of overall corporate plan and reflects the board thinking of
management about manpower needs within organization at the right time.
Definitions: “According to EDWIN : Manpower planning is a process by which a firm ensure
that it has the right number of people at the right kind of people at the right place, right time,
during things for which they are economically most useful”.
MANPOWER PLANNING is a process of forecasting a firm future demand for, and supply of,
the right type of people in the right number.
CONCEPTOF HUMAN RESOURCE PLANNING
Due to constant change in labour market conditions, qualified people possessing relevant
qualification are not readily available. The organization needs to go that extra, mile dig up every
source of information and exploits every opportunity that comes its way in order to identify
talent. Manpower planning is simply not a process of matching the supply of people with the
opening the organization expects over a given time frame. It goes a set further in order to reach
out to right kind of people at right time, spending time, resources and energies. Without careful
planning, advance thinking and prompt actions, it next to impossible to get competent and
talented people into the organization.
Benefits of Man Power Planning
1. To recruit and retain the manpower of required quality and quantity.
2. To foresee the employee turnover and make the arrangements for minimizing turnover and
filling up of consequent vacancies.
3. To meet the needs of the programs of expansion, diversification etc.
4. To foresee the impact of technology on work, existing employees and future human resource
requirements.
5. To improve the standards, skill, knowledge, ability, discipline etc.
6. To assess the surplus or shortage of manpower and take measures accordingly.
7. To maintain congenial industrial relations by maintaining optimum level and structure of
human resources.

22. 2
8. To minimize the imbalances caused sue to non-availability of human resources of the right
kind, right number in right time and right place.
9. To make the best use of its human resources and
10. To estimate the cost of human resources
Purpose of Manpowerplanning;
 Annual Budget
 Recruitment and selection
 Identifying the gaps in desired and actual manpower
 Creating highly talented personnel
 Future personnel planning
3.2 FACTORS AFFECTING MANPOWER PLANNING
1. Types and strategy of organization
2. Time horizons
3. Organizational growth cycle and planning
4. Environmental uncertainties
5. Outsourcing
6. Labor marketing
7. Types and quality of forecasting information

23. 23

24. 2
3.3 MANPOWER PLANNING PROCESS
ENVIRONMENT SCANNING
CONTROL AND EVALUATION
MANPOWER IMPLEMENTATION
MANPOWER FORECASTING
ORGANIZATIONAL OBJECTIVES
SURPLUS SHORTAGE

25. 25
EXPLANATION OF THE PROCESS
1. ENVIRONMENT SCREENING: Environment Scanning refers to the systematic
monitoring of external force influencing the organization.
2. ORGANISATIONAL OBJECTIVE AND POLICIES:
Manpower plan should be based on organizational objectives. Specific requirements in
terms of number and characteristics of employees should be derived from the
organizational objectives.
3. MANPOWER FORECASTING:
Manpower forecasting is the process of estimating the quantity and quality of people
required to meet future needs of organization.
This can be done by two processes:
a. Demand forecasting
b. Supply forecasting
4. MANPOWER PLANNING AND IMPLEMENTATION:
Implementation requires converting manpower plan action. A series of action
programs are initiated as a part of manpower plan implementation. Such some
programs are recruitment, selection, placement,, training, development and succession
plan.
5. CONTROL AND EVALUATION:
Control and evaluation represents the fifth and the final phase in the manpower
planning process. The manpower plan should include budgets, targets and standards.
Control and evaluation of programs find two important things:
 Surplus of manpower: restricted hiring reduced hours, VRS etc.
 Shortage of manpower: recruitment and selection etc.

26. 2
3.4 MANPOWER SURPUS AND DEFICIT
Definition: Manpower surplus is when there are more people than job. This leads to positive
unemployment rate within the nation. A manpower deficit is when there are fewer people
available than there are jobs.
ManpowerShortage:
Pros:
• No worries to manage large count of the resources
• Economical situation of the organization remains balanced and most of the times profitable
• Multiple leads or mentors are not required.
• Internal bonding between the resources is comparatively high
• People know each other by name and face
Cons:
• Heavy load on the resources as the count is limited
• Extended working hours and thus mentors/leads have to make extra efforts
• Possibility of brain-drain and retaining the resources becomes difficult for HR people
• Limited scope for extra business so no organizational growth
• Limited scope for extra learning so no resource skills growth
• Matching client expectations is always a challenge
Manpowersurplus:
Pros:
• Not much load on resources and thus the scope of learning new technologies is increased
• Organizations have much scope to get more business as they have high number of manpower
• Client expectations can be met easily by introducing new resources for any extra work (may
be on temporary basis sometimes)
• Lesser possibility of brain-drain as there would be surplus time to grow one’s aspirations
• Downsizing or rightsizing can be done easily if the count of resources is exceeding the
affordable limit
• A team is always ready to take up new work and there is always a back-up of the active team
• More workforce to show the client and the scope of getting more business increases

27. 27
Cons:
• HR team has to always keep an eye on the excess workforce
• Mentoring and upgrading the skills of the idle workforce is a challenge as the team sitting idle
most of time doesn't get motivated to learn new skills without having assignments
• Maintaining the culture and image of the organization after downsizing is a challenge and it
may result in the bitterness, anger, negativity and also impact the productivity of the active team
So now we have identified the merits and demerits of both the cases and if we go through each
aspect we can see that the surplus of workforce doesn't directly impact the organizational growth
and also chances of getting more and more business is the show-stopper for this category. On the
other hand the organization has to always strive hard to gain the new business and also retaining
the workforce is tough task. Downsizing can be considered as a negative catalyst in the branding
of the organization but if the proper planning is done by the accountable and responsible parties
the risk of downsizing can be mitigated and the personnel can be trained and their skills can be
upgraded for future endeavors.
Thus in simple words “Manpower surplus is better and affordable than manpower shortage”.
Also there is popular saying, “It’s better to have things extra then falling short of them”

28. 2
3.5 MANPOWER PLANNING AT CMPDI
Manpower planning at CMPDI refers to the estimation of the number and the type of people
needed during the each accounting year. Manpower planning is significant as it helps to
determine the future of personnel needs; ensures protection to the weaker section; acts as basis
for other personnel function; such as a basis for other personnel functions, such as the type and
strategy of the organization, environmental uncertainties.
MANPOWER PLANNING AT CMPDI
At CMPDI, manpower planning is done annually. Managerial estimate and work load analysis is
mainly used to estimate the manpower requirement. In the Manpower planning, setting targets
and other factors like superannuation, work load, resignations are kept in consideration. The
tentative manpower requirement is collected from the entire regional institute and entire
department of CMPDI HQ. After the various rounds of meetings with HOD (HR) of all the
regional institute and GM of different department, manpower budget is prepared and put up in
board of directors meeting for approval. The approved budget is called sanctioned manpower
strength for that financial year. The sanctioned manpower budget for 2013-14 is 1100 for
executive cadre and 2659 for non executive cadre. As on 1.11.2013 the manpower strength of
CMPDI is 993 executives and 2184 non-executives. This indicates that there is current shortage
of 481 with 124 in executive level and 357 in non-executive level.

29. 29
CHAPTER-4
RECRUITMENT AND SELECTION

30. 2
4.1 INTRODUCTION OF RECRUITMENT
RECRUITMENT involves attraction and obtaining as many applications as possible from
eligible job seekers. Recruitment refers to the process of receipt of application from job seekers.
In reality, the terms is used to describe the entire process of employee hiring.
“ Recruitment is the process to discover the sources of manpower to meet the requirements of
staffing schedule and to employ effective measures for attracting that manpower in adequate
number to facilitate effective selection of an efficient working force “
-Dale Yoder
PURPOSES AND IMPORTANCE
 Determine the present and future requirement of the firm in conjunction with its
personnel- planning and analysis.
 Increase the pool of job candidates at minimum cost.
 Helps to increase the success rate of the selection process by reducing the number of


 visibly under qualified

31. 31
4.2 EXPLANATION: RECRUITMENT PROCESS
1. RECRUITMENT PLANNING: This is the first stage of recruitment process. It
involves number and type of applicants to be contracted.
2. STRATEGY DEVELOPMENT: Once it is known how many and what type of recruits
are required, services consideration to be given to :
 Make or buy employees.
 Technological sopfistication of recruitment and selection devices.
 Geographical distribution of labor markets compromising job seekers.
 Sources of recruitment.
i. External
ii. Internal
3. SEARCHING: Once the recruitment plan and strategy we worked out , the search
process can begin.
4. SCREENING: screening can be regarded as integral part of the recruitment process,
though many view it as the first step in the selection process.
The purpose of screening is to remove from the recruitment process, at an early stage, those
. applicants who are visibly unqualified for the job
5. EVALUATION AND CONTROL:
It is necessary as considerable costs are incurred in the recruitment process.

32. 2
4.3 SOURCES OF RECRUITMENT
Internal Sources of Recruitment:
1. Present Permanent Employees : Organizations consider the candidates from this source for
higher level of jobs due to availability of most suitable candidates for jobs relatively or equally to
external sources, to meet the trade union demands and due to the policy of the organization to
motivate the present employees.
2. Present temporary/casual Employees: Organizations find this source to fill the vacancies
relatively at the lower level owing to the availability of suitable candidates or trade union
pressures or in order to motivate them on present job.
3. Retrenched or Retired Employees: Employees retrenched due to lack of work are given
employment by the organization due to obligation, trade union pressure etc. Sometimes they are
re-employed by the organization as a token of their loyalty to the organization or to postpone
some interpersonal conflicts for promotion.
4. Dependents of Deceased, Disabled, retired and present employees: Some organizations
function with a view to developing the commitment and loyalty of not only the employee but
also his family members.
5. Employee Referrals: Present employees are well aware of the qualifications, attitudes,
experience and emotions of their friends and relatives. They are also aware of the job
requirements and organizational culture of their company. As such they can make preliminary
judgment regarding the match between the job and their friends and relatives.

33. 33
External Sources ofRecruitment
Campus Recruitment: These candidates are directly recruited by the Co; from their
college/educational institution. They are inexperienced as far as work experience is concerned.
1 Private Employment Agencies/Consultants: Public employment agencies or consultants
like ABC Consultants in India perform recruitment functions on behalf of a client company by
charging fees. Line managers are relieved from recruitment functions and can concentrate on
operational activities.
2 Public Employment Exchanges: The Government set up Public Employment Exchanges in
the country to provide information about vacancies to the candidates and to help the organization
in finding out suitable candidates. As per the Employment Exchange act 1959, makes it
obligatory for public sector and private sector enterprises in India to fill certain types of
vacancies through public employment exchanges.
3 Professional Organizations: Professional organizations or associations maintain complete
bio-data of their members and provide the same to various organizations on requisition. They act
as an exchange between their members and recruiting firm.
4 Data Banks: The management can collect the bio-data of the candidates from different
sources like Employment Exchange, Educational Training Institutes, candidates etc and feed
them in the computer. It will become another source and the co can get the particulars as and
when required.
5 Casual Applicants: Depending on the image of the organization its prompt response
participation of the organization in the local activities, level of unemployment, candidates apply
casually for jobs through mail or handover the application in the Personnel dept. This would be a
suitable source for temporary and lower level jobs.

34. 2
6 Similar Organizations: Generally experienced candidates are available in organizations
producing similar products or are engaged in similar business. The Management can get potential
candidates from this source.
7 Trade Unions: Generally unemployed or underemployed persons or employees seeking
change in employment put a word to the trade union leaders with a view to getting suitable
employment due to latter rapport with the management.
8 Walk In: The busy organization and rapid changing companies do not find time to perform
various functions of recruitment. Therefore they advise the potential candidates to attend for an
interview directly and without a prior application on a specified date, time and at a specified
place.
9 Consult In: the busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the suitable
candidates and advise the company regarding the filling up of the positions. Head hunters are
also called search consultants.
10 Body Shopping: Professional organizations and the hi-tech training develop the pool of
human resource for the possible employment. The prospective employers contact these
organizations to recruit the candidates. Otherwise the organizations themselves approach the
prospective employers to place their human resources. These professional and training
institutions are called body shoppers and these activities are known as body shopping. The body
shopping is used mostly for computer professionals. Body shopping is also known as employee
leasing activity.
11 E-Recruitment: The technological revolution in telecommunications helped the
organizations to use internet as a source of recruitment. Organizations advertise the job vacancies
through the World Wide Web (www). The job seekers send their applications through e-mail
using the internet.

35. 35
13 Outsourcing: Some organizations recently started developing human resource pool by
employing the candidates for them. These organizations do not utilize the human resources;
instead they supply HRs to various companies based on their needs on temporary or ad-hoc
basis.
Merits and Demerits of Internal Sources ofRecruitment
Sr.
Merits of Internal Sources of
Recruitment
Demerits of Internal Sources of
Recruitment
1.
Motivates present employees when they are
upgraded internally.
Trade union pressure may not always give the
right candidate for the job. The management
may have to consider some concessions.
2.
Retrenched workers get an opportunity to
work again.
Management’s gets a chance to postpone
promotion due to interpersonal conflicts.
3. Dependents of the deceased get a job easily
Excessive dependence on this source results in
in-breeding, discourages flow of new blood
into the organization.
4. Morale of employees is improved
The organization becomes dull without
innovations, new ideas, excellence and
expertise.
5.
Loyalty, commitment, security of present
employees can be enhanced
6.
Cost of recruitment, training, induction,
orientation, etc is reduced
7. Trade unions can be satisfied.
Merits and Demerits of External of Recruitment
Sr.
Merits of External Sources of
Recruitment
Demerits of External Sources of
Recruitment
1.
The candidates with skill, knowledge
talents etc are generally available.
Campus recruited employees lack work
experience.
2. Cost of employees can be minimized.
Cost of recruitment is high and there is no
confidentiality.
3.
Expertise, excellence and experience in
other organizations can be easily brought
into the organization.
Specified vacancies have to be filled by
candidates referred by employment exchanges
which do not allow other candidates to be
eligible.
4. Existing sources will also broaden their

36. 2
personality.
5. Human Resource mix can be balanced
6.
Qualitative human resource benefits the
organization in the long run.
7. Reduction in time for recruitment
8.
Increase in the selection ratio i.e. recruiting
more candidates.
9.
HR professionals can concentrate on
strategic issues.

37. 37
4.4 RULES GOVERNING RECRUITMENT AT CMPDI
CATEGORY RESERVATION IN
PERCENTAGE
SC (SCHEDULED CAST) 15%
ST (SCHEDULED TRIBE) 7.5%
OBC (OTHER
BACKWARD CLASS)
27%
TOTAL
CONSTITUTIONAL
RESEVATION
PERCENTAGE
49.5%
OBC are also categorized into:
 Creamy layer: Creamy layer refers to those who are relatively wealthier and educated
with yearly income Rs 1,50,000.
 Non creamy layer: non creamy are those who belongs to below poverty line.
Seats are also reserved for:
 Physically disable person
 Ex-service man
 Candidate sponsored by its regional institutes.

38. 2
4.5 COMPULSARY NOTIFICATION OF VACANCIES
ACT 1959
It is mandatory for CMPDI to follow the employment exchange (COMPULSORY
NOTIFICATION OF VACANCY) ACT, 1959
Under this government has created employment exchange where:
 Person who seeks to engage employees
 Person who seek employment
 Vacancies to which person seeking employment may be appointed.
 Act not applies in relation to certain vacancies
 In any employment in agriculture
 In any employment in domestic service
 In any employment connected with staff on parliament
 In any employment to do unskilled office work

39. 39
4.6 RECRUITMENT PROCEDURE OF CMPDI
1. CMPDI performs the recruitment process of non executive employees of CMPDI.
2. There is step by step recruitment process for employment of people.
3. The primary step for the company is to prepare a manpower budget. This budget gives an
estimate for the excessive or shortage of manpower in the company of the entire department.
4. If there is excessive manpower in the company, then the company goes for various solutions
like inter departmental transfers etc.
5. If there is shortage of vacancies are created which lead to recruitment of new employees.
6. When it is declared that there is vacancy in the company, the company starts on the
procedure for recruitment.
7. It is mandatory rule for all the public sector company to approach the departmental
employment exchange.
Whenever there is vacancy in the company.
1. The company gives the data which stress the requirement of manpower to the employment
exchange.
2. This is also a type of internal recruitment. If the necessary manpower requirement is fulfilled
by the employment exchange, then the company does not need to go for external recruitment.
3. But if the number of manpower required by the employment exchange is not fulfilled then
the company has to go for external recruitment.
4. The company starts recruitment process once it has got permission from the central authority
that is CIL.
5. Firstly CMPDI issues notification among the public which regard to vacancy available in the
company. This notification contains all the relevant information necessary for applying in the
company.
6. This notification gives all relevant information about the post that are vacant and the number
of vacancies in each post.
7. In recent the applicants who are interested in applying for these vacancies can submit online
or offline applications with all the documents attached to it.

40. 2
8. After all the applications are received in the office, the sorting process is done to check that
the applications are fulfilling minimum criteria and requirements are mentioned in the
recruitment notification.
9. In the screening process forms not fulfilling the minimum requirements. are rejected.
10. The check list is different for different castes. They are on the basis of general, other
backward castes, scheduled castes and scheduled tribe.
11. After the merit for different castes are prepared, the selected candidate is called for the
interview.
12. As the vacancies are less and number of selected candidate is more, the interview is
performed on a ratio basis.
13. After the interview is over a list of selected candidates is prepared.
14. Selected candidate are finally handed their appointment letter.

41. 41
4.7 SELECTION INTRODUCTION
Selection is when you decide which candidate(s) to offer the job to.
Different methods can be used, including an interview but using a variety of suitable tests will
improve your chances of getting the best candidate and will help to make sure that the process is
fair.
You probably thought about what selection methods you will use when you were writing the job
description and person specification. It is important to spend time planning selection methods to
use as the more appropriate and plausible they are, the more likely you are to select the best
candidate for the job.
HR can help with this and there are examples of interview questions and additional tests which
you can tailor for your job.
It is important to use the correct selection methods because:
 Making a bad selection decision is costly in terms of the cost of the recruitment and
selection process itself, salary, management time and resources;
 If you select someone unsuitable you might need to spend time managing their
performance and it might affect other employees. They may also decide to leave
meaning you have to go through the recruitment process again;
 This is a good opportunity to assess skills and abilities. You can use this to help put
together a induction/probation training plan and for their future development.
Equality and inclusion considerations in selection
You will need to be aware of equality and inclusion when planning and running your selection
process, for example you might need to make adjustments for candidates to make sure they are
able to attend and take part in tests.
Examples
 Giving candidates at least one week’s notice so they can arrange care for children or
other people they have caring responsibilities for.
 Arranging/rearranging dates so they don’t conflict with religious festivals.
 Arranging selection in an accessible room for a candidate with mobility problems.
 Providing resources in large print or Braille for a partially sighted candidate.

42. 2
4.8 TYPES OF SELECTION TESTS
Introduction:
Selection tests are only part of the selection process and you will still be asked to complete an application
form, send in a copy of your resume and attend at least one interview. All of these things will tell the
employer something about you and help them to choose the most appropriate candidate for the vacancy
position.
Types of selection test:
Different selection test are adopted by different organization depending upon their requirements. These
tests are specialized test which have been scientifically tested and hence they are also known as scientific
test. Different types of test can be explained with the help of following diagram.
Aptitude test :-
Aptitude tests are test which assess the potential and ability of a candidate. It enables to find out whether
the candidate is suitable for the job. The job may be managerial technical or clerical. The different types of
aptitude test are
Mental ability/mental intelligence test:-

43. 43
This test is used to measure the overall intelligence and intellectual ability of the candidate to deal with
problems. It judges the decision making abilities.
Mechanical aptitude test: - This test deals with the ability of the candidate to do mechanical work. It is
used to judge and measure the specialized knowledge and problem solving ability. It is used for
technical and maintenance staff.
Psycho motor test:-
This test judges the motor skills the hand and eye co-ordination and evaluates the ability to do jobs lie
packing, quality testing, quality inspection etc.
Intelligence test:-
This test measures the numerical skills and reasoning abilities of the candidates. Such abilities become
important in decision making. The test consists of logical reasoning ability, data interpretation,
comprehension skills and basic language skills.
Personality test:-
In this test the emotional ability or the emotional quotient is tested. This test judges the ability to work in a
group, inter personal skills, ability to understand and handle conflicts and judge motivation levels. This
test is becoming very popular now days.
Performance test :-
This test judges and evaluates the acquired knowledge and experience of the knowledge and experience of
the individual and his speed and accuracy in performing a job. It is used to test performance of typist, data
entry operators etc.
IMPORTANCE OF SELECTION
Selection means to choose the person from among the prospective candidates to fill in the
vacant posts in the organization. The success of the organization depends upon the quality
of personnel selected for the job. Thus selection of personnel is the most important
function of the personnel management.
The importance of selection may be judged from the following facts.
(1) Procurement of Qualified and Skilled Workers—scientific selection facilitates the
procurement of well qualified and skilled workers in the organization. It is in the interest of
the organization in order to maintain the supremacy over the other competitive firms.
Selection of skilled personnel reduces the labor cost and increases the production.

44. 2
Selection of skilled personnel also facilitates the expansion in the size of the business.
(2) Reduced Cost of Training and Development—Proper selection of candidates reduces
the cost of training because qualified personnel have better grasping power. They can
understand the technique of the work better and in no time. Further, the organization can
develop different training programmes for different persons on the basis of their individual
differences, thus reducing the lime and cost of training considerably.
(3) Absence of Personnel Problems—Proper selection of personnel reduces personnel
problems in the organization. Many problems like lab our turnover, absenteeism and
monotony shall not be experienced in their severity in the organization. Labor relations
will be better because workers will be fully satisfied by the work. Skilled workers help the
management to expand the business and to earn more profits and management in turn
compensate the workers with high wages, benefits etc.
1. PRELIMINARY INVESTIGATION: Selection process starts with
preliminary screening of the applications.
2. REVIEW OF APPLICATION BANK: application bank is important stage
in selection procedure. After screening application blank, promising candidates are
called for further screening.
3. CHECKING REFRENCES: At the end of the application blank references of
two known persons or previous employers are given by applicant.
4. PHYSICAL EXAMINATION: It is optimal step in the selection procedure
and depends mainly on the type of job to be done by the applicant.
5. PSYCHOLOGICAL TESTING: they are devised to measure the
psychological characteristics of individual applicants for the position of the job to
be done by the applicant.
6. EMPLOYMENT INTERVIEW: the purpose of employment interview is to
find out the candidates mental and social makeup and to know the qualities
possessed by him suitable for a job in the concern,

45. 45
7. EVALUAATION OF THE PROGRAMME: if the candidate successfully
overcomes all the obstacles or tests given above he is declared selected.
PLACEMENT OF EMPLOYEES: After the selection of the candidate the
candidates are placed on job. According to PIGORS and MYRES placement
should consist of matching what the supervisor has reasons to think can do with
what the job demand.

46. 2
CHAPTER-5
RESEARCH METHODOLOGY

47. 47
6.1 Objectiveof the study
To study the manpower planning that is recruitment and selectionusedin
CMPDI
Researchmethodologyadopted
Researchdesign: Descriptive research
Researchinstrument: Structured questionnaire
Sampling plan universe: Employees
Sample method: Non Probability Sampling
Sample size: 15
Sample area:CMPDI
Sampling unit: Executive of CMPDI
Duration: 4 Weeks
Primary data: structured questionnaire
Secondarydata: journals, booklets, companydata etc.

48. 2
CHAPTER-6
ANALYSIS AND INTERPRTATION

49. 49
1. According to you which source (amongstthe two options given below) is
better for selecting right people in the right job?
Responses
Data reveals that at CMPDI 10% respondent think open India examination as compared to
departmental selection is a better option for selecting right people in the right job.
2. Employee referralplays an important role for attracting the talent pools.
Responses
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
All India Open ExaminationDepartmental Selection
No of Respondent
10%
50%
20%
30%
0%
0%
10%
20%
30%
40%
50%
60%
strongly
agree
agree Neither
agree nor
disagree
Disagree Strongly
dis
No of responses

50. 2
Data reveals that at CMPDI majority of respondent that is 50% think that employee referral play
an important role. While 30% disagree with this statement.
3. Dedicationof employees towards performance can increase due to fair
practices in recruitment and selection.
Responses
Majority of respondent that is 40% disagree with this the statement that dedication of employees
towards performance can increase due to fair practices in recruitment and selection. While there
is same response that is 30% for agree and neither agree nor disagree.
4. Selecting high quality candidate can lessenemployee turnover.
0%
30% 30%
40%
0%
0%
10%
20%
30%
40%
50%
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
Disagree
No of respondent
50%
20%
10%
20%
0%
0%
10%
20%
30%
40%
50%
60%
Strongly
agree
Agree Neither agree
nor disagree
Disagree Strongly
agree
no of respondant

51. 51
Responses
Majority of respondent that is 50 % finds that selecting high quality candidate can lessen
employee turnover. While 20% disagrees and 10% neither agrees nor disagrees with this
statement.
5. Which screening testyou went through the selection process?
Majority of the respondent went through written test (40%) and interview (45%).Only 10 % went
through the trade test.
6. From which sources to getto know about the vacancyin CMPDI.
40%
10%
45%
5%
No of respondant
written test
trade test
interview
other

52. 2
Majority of people came to know about the vacancy in CMPDI through internet (50%) and
newspaper (30%). Other 20% include employment exchange.
7. Does the advertisementfor job clearly define the position objectives,
requirements and candidate satisfaction?
100% respondent believes that the advertisement for job in CMPDI clearly define position
objectives, requirements and candidate satisfaction.
8. Is the CMPDIrecruitment team efficient in selectionprocedure of the
employees?
30%
0%
50%
20%
0%
10%
20%
30%
40%
50%
60%
Newspaper Word of mouth Internet Other
No of respondant
100%
0%
0%
20%
40%
60%
80%
100%
120%
yes no
No of respondent

53. 53
100% respondent thinks CMPDI recruitment team is efficient in selection procedure of the
employees.
9. E-recruitment (like portals, socialwebsite)has become a must to survive in
the competitive market.
Responses
Data reveals that all the respondent think that E-recruitment has become must to survive in the
competitive market.
10. Average time takenfor filling up of application form to getthe
appointment letter during the recruitment process.
100%
0%
0%
20%
40%
60%
80%
100%
120%
yes no
No of respondent
100%
0%
0%
20%
40%
60%
80%
100%
120%
yes no
No of respondent

54. 2
Majority of respondent that is 50% thinks that it takes 10 or more months, 30% thinks that it
takes 7-9 months and 20% thinks that it takes 4-6 months for filling up of application form to
get the appointment letter during the recruitment process.
20%
30%
50%
0%
10%
20%
30%
40%
50%
60%
1-3 months 4-6 months 7-9 months 10 or more
no of respondant

55. 55
FINDINGS
1. External recruitment or Open/All India Competition is considered better for selecting right
people at the right job. When an organization recruits externally, it opens the organization up
to a larger pool of applicants, which increases its chance to find the right person for the job.
Bringing in fresh talent from the outside can help motivate the current employees to produce
and achieve more in hopes of obtaining the next promotional opportunity.
2. The recruitment team in CMPDI is highly efficient. They help in:
 defining manpower needs,
 finding and enticing quality candidates to respond to those needs,
 selecting the best applicants, and
 orienting newly selected employees into the business
3. E-recruitment has become must to survive in the competitive market. E-recruitment, or web-
based recruitment is the use of online technology to attract and source candidates and aid the
recruitment process. What this usually means is the use of a company’s own website, a third-
party job site or job board, a CV database, search engine marketing or social media platforms
to fill vacancies.

56. 2
RECOMMENDATION
 The use of tests and other selection procedures can be a very effective means of
determining which applicants or employees are most qualified for a particular job.
However, use of these tools can violate the federal anti-discrimination laws if an
employer intentionally uses them to discriminate based on race, color, sex, national
origin, religion, disability, or age (40 or older). Use of tests and other selection
procedures can also violate the federal anti-discrimination laws if they disproportionately
exclude people in a particular group by race, sex, or another covered basis, unless the
employer can justify the test or procedure under the law.
 Ensure job specification is up-to-date and consistent with requirements of the job.
 Formulate selection criteria which are consistent with the job specifications: (ie, only
includes skills, experiences, etc that are required on a regular basis to carry out the duties
of the position.
 Rank applicants according to performance against essential and desirable qualification.
 Assess all information; application form, interview, referee’s reports, tests, etc.

57. 57
ANNEXURE
Part 1: Personal Details
Name (optional):
Designation:
Department:
Age:
Gender:
Part 2: Questionnaire
1. According to you which source is better for selecting right people in the right job?
Departmental exam External exam
2. Employee referrals play crucial role for attracting the talent pool.
Agree Disagree strongly agree
Strongly disagree Neutral
3. Dedication of employees towards performance can increase due to fair practice in
Recruitment & Selection.
Agree Disagree strongly agree
Strongly disagree Neutral
4. Selecting high quality candidate can lessen the employee turnover.
Agree Disagree strongly agree
Strongly disagree Neutral

58. 2
5. Which screening test you went through the selection process?
Written test Trade test interview
Others, please specify
6. From which sources you get to know about the vacancy in CMPDI?
Newspaper Word of mouth Internet
Other, please specify
7. Does the advertisement for the job clearly define the position objectives, requirements
and candidate specifications?
Yes No
8. Is the CMPDI recruitment team efficient in Selection procedure of the employees?
Yes No
9. E-Recruitment (like portals, social websites) has become must to survive in the
competitive market.
Yes No
10. Average time taken for filling up of application form to get the appointment letter
during the recruitment process.
1-3months 4-6 months 7-9 months
10 or more

59. 59
CONCLUSION
This project is mainly on recruitment, selection and manpower planning at
CMPDI. Manpower planning, recruitment and selection are essential to help the
organization to achieve its objective and goal. It makes the organization efficient
and effective. The project gives an overview of the manpower planning,
recruitment and selection procedure that are implemented in the company. It also
gives complete information about the annual budget and internal and external
recruitment of executive and non executive of the company.
Here, I have mentioned the planning and recruitment of executives and non
executives discipline of the company. Various branches of CMPDI and their
services offered are also mentioned in it. I have shown each topic separately so as
to make the project easily understandable.

60. 2
BIBLIOGRAPHY
 http://www.coalindia.in
 http://www.cmpdi.in
 Personal Management( by C.B Mamoria)
 www.google.com
 www.citehr.com
 Wikipedia, the free encyclopedia
 Human resource management VSP Rao
 Human resource and personal management
By K. Ashwathappa