PROJECT REPORT ON Recruitment Process at Delhi Metro Rail Corporation (DMRC)

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION 2010-13 UNDER THE GUIDANCE OF Mr. Jagat Jyoti Barua FACULTY, MAIMS SUBMITTED BY: MOHIT GARG Roll no 12314701710 Batch No. (BBA 3rd SEM Section B)

MAHARAJA AGRASEN INSTITUTE OF MANAGEMENT STUDIES Affiliated to Guru Gobind Singh Indraprastha University, Delhi PSP Area, Plot No. 1, Sector 22, Rohini Delhi 110086

STUDENT UNDERTAKING

This is to certify that I MOHIT GARG have completed the Project titled Recruitment Process at Delhi Metro Rail Corporation (DMRC) under the guidance of Mr. Jagat Jyoti Barua in partial fulfillment of the requirement for the award of degree of Bachelor of Business Administration at Maharaja Agrasen Institute of Management Studies, Delhi. This is an original piece of work & I have not submitted it earlier elsewhere.

Mohit Garg

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CERTIFICATE
This is to certify that the project titled Recruitment Process at Delhi Metro Rail Corporation (DMRC) is an academic work done by MOHIT GARG submitted in the partial fulfillment of the requirement for the award of the degree of Bachelor of Business Administration from Maharaja Agrasen Institute of Management Studies, Delhi, under my guidance and direction. To the best of my knowledge and belief the data and information presented by him in the project has not been submitted earlier.

Mr. Jagat Jyoti Barua

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ACKNOWLEDGEMENT
Nobody is born perfect in himself; it is some timely guidance, proper teachings and blessings by well wishers and seniors around us, who gives perfection and skills to make someone prepared to walk on the path of success. My project work has been successfully accomplished due to cooperative efforts of many people. I would like to pay my sincere gratitude and thanks to those people, who directed me at every step in the project work. . I owe my sincere and whole hearted thanks to Mr. JAGAT JYOTI BARUA, my project guide and faculty of MAIMS who assisted me for the successful completion of my project. I am deeply indebted to those employees of DMRC who helped me in successful completion of the questionnaire and provided their assistance whenever required and last but not the least I would also like to express my sincere gratitude to DMRC for giving me this opportunity to conduct my research on their Recruitment Procedure.

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TABLE OF CONTENTS
F CONTENTS Declaration Certificate Acknowledgement Table of Content Executive Summary ii iii iv v vii

I.

INTRODUCTION TO RECRUITMENT
1.1 What is Recruitment 1.2 Objectives of recruitment 1.3 Process of recruitment 1.4 Sources of recruitment

8-19
9 10 10 16

II. III.

OBJECTIVE OF THE STUDY RESEARCH METHODOLOGY

3.1 Data Collection 3.2 Research Type 3.3 Research Objectives

20-21 22-24

IV. V.

LITERATURE REVIEW COMPANY PROFILE

5.1 Introduction 5.2 What is metro? 5.3 Mission, corporate culture, value, ethics. 5.4 HR policies 5.5 Training
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25-26 27-40
28 30 31 36 37

VI. RECRUITMENT PROCESS IN DMRC 6.1 Recruitment process in DMRC 6.2 Stages in the recruitment process VII. RECOMMENDATIONS AND LIMITATIONS VIII. BIBLOGRAPHY

41-46

67-70 71-72

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EXECUTIVE SUMMARY
The Delhi Metro was opened on December 24, 2002. It became the second underground rapid transit system in India, after the one in operation in Kolkata. Unlike the Calcutta Metro, however, the Delhi Metro has a combination of elevated, at-grade and underground lines. Trains operating within the network typically travel at speeds below 80 km/h, or 50 mph, and stop about 20 seconds at each MRTS station. The main objective of the research conducted by me was to study the present recruitment policy in the organization and how does Human Resource department of organization focuses on its manpower forecasting and then goes for further process of recruiting new candidates for its organization. It is the Human Resource planning which forecasts the manpower and create new job profiles as per the requirements of the organization. In this project I have mentioned about the mission, work culture, recruitment policy etc. of DMRC. I have also given theoretical concept about recruitment. The data was collected from people working at DMRC, Shastri Park. The questionnaire was distributed to 25 employees of DMRC who are holding responsible positions in the company. On the basis of the study I found that the present system of decentralized manpower planning is working efficiently and does not warrant any change. The company has cost effective system to recruit and select people which is working satisfactorily. The present method of recruitment is providing the company with effective and efficient manpower, which is getting reflected in the performance of the company and its market image. MOHIT GARG ENROLLMENT NO- 12314701710

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Introduction to Recruitment

RECRUITMENT INTRODUCTION

What is recruitment?
Recruitment is an important part of a business' human resource planning. In all businesses, people are a vital resource - and they need to be managed as such. The overall aim of the recruitment process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives. Recruitment is becoming more and more important in business. In particular, this reflects the increasing need for a well-motivated and flexible workforce that requires less management supervision. Recruitment is defined as, a process to discover 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. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for the job in the organization.

Objectives of Recruitment
i. ii. iii. iv. v. vi. vii. viii. ix. x. To attract people with multi- dimensional skills and experiences that suit the present and future organizational strategies, To induct outsiders with a new perspective to lead the company, To infuse fresh blood at all levels of the organization, To develop an organizational culture that attracts competent people to the company, To search or head hunt/ head pouch people whose skills fit the companys values, To devise methodologies for assessing psychological traits, To seek out non- conventional development grounds of talent, To search for talent globally and not just with in the company, To design entry pay that competes on quality but not on quantum, To anticipate and find people for positions that does not exist yet.

Recruitment Process

It involves following stages:-

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Stage 1: Authorization This ensures the recruitment process is agreed by senior management as compatible with the organizational/ departmental business objectives, i.e. necessary, timely and cost- effective. It provides as ideal opportunity for management to: Debate the potential for restructuring workloads and departments and the redeployment of surplus staff; and Delay or eliminate expenditure on staffing and recruitment budgets.

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Stage 2: Job analysis JOB DESCRIPTION Within this stage are the processes of writing a description of the job to be filled and drawing up a list of requirements for the successful candidates. The writing of a job description enables the recruiter to know exactly what the purpose, duties and responsibilities of the vacant position will be and its position within the organization structure. PERSONNEL SPECIFICATION

The personnel specification is a document specifically introduced to assist the recruitment process and its drawn up to identifies the required characteristics of the new recruit. The personnel specification attempts to list the requirements of any applicant usually under essential and desirable headings. This forms the basis of the advertisement and the selection process.

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Stage 3: Agree terms and conditions Decisions on terms and conditions of employment are made at various points in the recruitment and selection process. Some of these are often not negotiated (e.g. hours, reward) until the final selection stages. Within this prescription approach, however, there is a case for deciding the salary band (if not the specific amount) and other elements of the rewards package prior to attracting candidates. An indication of salary and wage gives the potential applicants a realistic picture as to whether the job is suitable.

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Stage 4: In-house vs. external recruitment One view is that a vacancy provides an opportunity to promote from within, particularly in times of flattening hierarchies and fewer opportunities to move up the organizational ladder. This may have beneficial effects on morale and also highlight employees who express a desire to further their careers within the organization. In times of recession and falling number the opportunities to redeploy those who would otherwise be made redundant must also are considered, with the satisfaction of going some way towards meeting an individuals need for security. The failure to examine the talent available outside the organization may well mean that the best candidates are being overlooked and that the organization is too introspective. A balance must be found between recruiting those most suitable to hold the position, satisfying the letter (and spirit) of the legislation, and avoiding the perception of wasted time and expenditure that an external recruitment campaign can bring to managers, existing employees and applicants when an internal candidates is eventually selected. Stage 5: Decide target groups Deciding target groups depends to a large extent on the requirements of the personnel specification. For positions where the possible source of suitable applicants is much wider (e.g. trainee positions requiring no previous experience, or those where there is no requirement for qualifications), opportunities exist to target potentially disadvantaged groups, for example long-term unemployed, the homeless, disabled people and ethnic minorities. This would project a caring and socially responsible image, with the possible benefit of high retention rates in the organization.

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Stage 6: Decide appropriate recruitment methods Traditionally the message is communicated through the use of newspaper and journal advertisement. Possible options available to a particular organization are listed below:-

1.

Internal existing employees- Internal advertising may be requirement for some organizations under union negotiated agreements. It includes self applicants, supervisor/manager recommendations and succession planning.

2.

Using existing contacts- It includes unsolicited enquiries, previous applicants, previous employees, existing employee contacts.

3.

External contacts- It includes union referrals, professional referrals, job centres, outplacement consultants, head hunting, colleges, universities.

4.

Advertising/ media- An overlap between advertising and previous methods discussed frequently exists. Recruitment agencies can provide external expertise. It includes press, television, radio, cinema, posters, careers exhibitions, conferences.

Stage 7: Design of communication Advertisements are compiled bearing in mind the following criteria: clear; Job location, pay and additional allowances should be specified; Clear instructions should be given as to the application procedure, i.e. whether a CV should be sent or whether to telephone or write for an application form; Advertisement must not discriminate on the grounds of sex or race except in specific circumstances as detailed under the relevant sections of the Race Relations Act or Sex Discrimination Act. Person specification must be the basis for outlining the appropriate information concerning the job requirements; The description of the employing organization should be realistic, factual and

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Stage8: Responding to the applicants The response to the original communication must be thought through and, it is argued, be indicative of the image the organization wishes to project throughout the whole recruitment and selection process. As the vast majority of applicants will be unsuccessful in obtaining the position it follows that care is needed in handling this negative experience in a way that enhances the organization image. Where application forms are being used they should be sent out quickly, checks having been made that they are appropriate for the type and level of position on offer. All correspondence should be acknowledged quickly and at all times the applicant should know the stage his or her application has reached. Stage 9: Evaluation Throughout the recruitment process cost are being incurred which include: Recruiters salary; Management and professional time spent on preparing job description, personnel specifications, advertisements, agency liaison, etc; The cost of advertisement and other recruitment methods, e.g. agency fees; Cost of producing supporting literature; Recruitment overheads and administrative expenses; Cost of overtime or subcontracting whilst the position remains unfilled; Cost of recruiting unsuitable candidates for the selection process. Questions should always be asked as to whether the recruitment methods used were valid and the recruitment process itself effective. Statistical information on the cost of advertisements, time taken for the process, the position regarding the applications from under- represented groups and, above all, the suitability of the candidates for the consideration in the selection process should be gathered and evaluated.

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Evaluate Your Recruitment Process Success

A recruitment process is successful not when a position has been filled by a worthy candidate. This is just a part of the success. Real success arrives when the position does not ask for another repetition of the recruitment process that is, when the candidate hired does not quit the company for compatibility reasons. Employee compatibility can be determined by, well, the employee himself. Currently how many companies try to see the candidate point-of-view while recruiting him/her? How many of them run will fit in the organization tests? Worst, how many people give candidate opportunities to decide for himself whether hell fit in or not? Sadly speaking, not many. A candidate knows by instinct and experience whether he/she will be happy working in a particular company. Taking a scenario as an example, a candidate is evaluated as being fit for both sales and marketing departments. Her choice is marketing but because she is good at sales also, the firm puts her into direct sales department. The result: employee jumps ships when confronted with a marketing department job offer in some other company. This is a classic case of recruiting process made simple but unsuccessful in the long run.

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Sources of recruitment
The sources of recruitment are broadly divided into internal sources and external sources. Internal sources are the sources within an organizational pursuit. External sources are sources outside the organizational pursuits.

Internal sources: - internal sources include the following:

a) Present Permanent Employees: Organizations consider the candidates from this source for higher level jobs due to: availability of most suitable candidates for jobs relatively or equally to the external source, to meet the trade union demands, to the policy of the organization to motivate the present employees. b) Present temporary or casual employees: Organizations find this source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade and pressures or in order to motivate them on the present job. c) Retrenched or retired employees: Generally a particular organization retrenches the employees due to lay- off. The organization takes the candidate for employment from the retrenched employees due to obligation, trade union pressure and the like. Sometimes the organization prefer to re- employ their retired employees as a token of their loyalty to the organization or to postpone some inter- personal conflicts for promotion etc. d) Dependent of deceased, disabled, retired and present employees: Some organization with a view to developing the commitment and loyalty of not only the employee but also his family members and to build up image provide employment to the dependent(s) of deceased, disabled and present employees. Such organizations find this source as an effective source of recruitment.

External Sources: - external sources include the following:

a) Campus recruitment: Jobs in commerce and industry have become technical and complex to the point where college degrees or diplomas are widely required. Consequently, big organizations maintain close liaison with the universities, vocational

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institutes and management institutes for recruitment to various jobs. Recruitment from educational institutes is a well established practice of thousands of business and other organizations. Reputed industrial houses which require management trainees send their officials to campuses of various management institutes for picking up talented candidates doing MBA. b) Private employment agencies/ consultants: Consultants in India perform the recruitment functions on behalf of a client company by charging fee. Line managers are relieved from recruitment functions so that they can concentrate on their operational activities and recruitment function is entrusted to a private agency or consultants. Most of the organizations depend on this source for highly specialized positions and executive positions. c) 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 organizations in finding out suitable candidates. 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. These industries have to depend on public employment exchanges for the specified vacancies. d) Casual Applicants: Depending upon 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 hand over the applications in Personnel Department. This would be a suitable source for temporary and lower level jobs. e) Similar organizations: Generally, the experienced candidates are available in organizations producing similar products or are engaged in similar business. The management can get most suitable candidates from this source. This would be the most effective source for executive positions and for newly established organization or diversified or expanded organizations. f) 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 latters intimacy with the management. As such the trade union leaders are aware of the availability of the candidates. In view of this fact
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and in order to satisfy the trade union leaders, management enquires trade unions for suitable candidates. Management decides about the sources depending upon the type of candidates needed.

Modern sources of recruitment

A number of modern recruitment sources are being used by the corporate sector in addition to traditional sources. These are: i. Walk- In: The busy organizations and the 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. The suitable candidates from among the interviewees will be selected for appointment after screening the candidates through tests and interview. ii. Head hunting: The companies request the professional organizations to search for the best candidates particularly for the senior executive positions. The professional organizations search for the most suitable candidates and advise the company regarding the filling up of the positions. Head hunters are also called search consultants. iii. E- Recruitment: It covers a range of Web-based application tools used for the provisioning (typically) of human resources. These applications assist in the recruitment of suitable candidates for vacant positions. Some applications do this by semiautomating the entire recruitment and hiring process. E-recruitment applications (or software packages that are web-enabled) typically enable recruitment teams to create job postings, manage job application responses, schedule interviews and manage other recruitment tasks. This dramatically reduces the labor and money spent on physical recruitment. E-Recruiting or electronic recruiting is the process of using internet based software to attract, screen and recruit suitable job candidates. E-Recruiting reduces the cost of the recruitment process, reduces the time taken to identify appropriate candidates and helps organizations improve the quality and quantity of the applicant pool.

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iv.

Business alliances: Business alliances like acquisitions, mergers, and takeovers help in getting human resources. In addition, the companies do also have alliances in sharing their human resources on ad-hoc basis.

Factors affecting recruitment

Both internal and external factors affect recruitment Factors affecting recruitment

Internal factors Companys pay package Quality of work life Organizational culture Companys size Companys products/services Geographical spread of the company Companys growth rate Role of trade unions Cost of recruitment

External factors Socio- economic factors. Supply and demand factors. Labor market conditions. Political, legal and governmental factors like reservations for SC/ST and sons of soil. Information system like employment exchanges/tele-recruitment like internet.

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Companys name and fame

Objective of Study

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OBJECTIVE OF STUDY
For every problem there is a research. As the researches are based on some objective my main objective of the research is to study the recruitment process of DMRC. The other objectives are as follows: To critically analyze the recruitment process of DMRC. To gain familiarity about the work culture and environment in this organization. To know whether the present recruitment policy is helping the organization to improve the quality and efficiency of their employees and their work. To understand the factors affecting recruitment policy of DMRC. To identify the shortcomings in the recruitment and selection process. To know the existing method of recruitment in DMRC.

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Research Methodology

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RESEARCH METHODOLOGY
DATA COLLECTION
This project has been prepared on the basis of secondary data.
It refers to the statistical material which is not originated by the investigator himself but obtained from some one else's records, or when Primary data is utilised for any other purpose at some subsequent enquiry it is termed as Secondary data. This type of data is generally taken from newspapers, magazines, bulletins, reports, journals etc. e.g. if the data published by RBI on currency, National Income, Exports or Imports, is used in some other statistical enquiry, it will be termed as Secondary data. According to M.M. Blair, "Secondary data are those already in existence for some other purpose than the answering of the question in hand."

Secondary sources were: Annual reports and other publications of the organization. Magazines Reference books. Websites

RESEARCH TYPE
As I took the data from magazines, books, Internet links, journals and news papers. It is a descriptive research. The major purpose of this study is the description of the affairs as it exists at present. At some stages of research and analysis, the justification of sources, might face the secrecy code through the organisation, in such a case the data would be supported by the summary.

RESEARCH OBJECTIVE
The primary objective of this thesis is to analyze the possible candidates and their qualities suitable for the jobs in DMRC in order to have the right person placed at the right job and how to go about the process. The various other objectives of the study have been stated in the chapters underneath.

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Literature Review

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LITERATURE REVIEW
The Delhi Metro was opened on December 24, 2002 under the Companies Act, 1956. DMRC has equal equity participation from Government of India and the Government of National Capital Territory of Delhi. The main objective of the research conducted by me was to study the present recruitment policy in the organization and how does Human Resource department of organization focuses on its manpower forecasting and then goes for further process of recruiting new candidates for its organization. I was told about the steps in recruiting new candidate in detail by my mentor, which DMRC follows at present. I collected valuable information about the company like organizational set up, its departments, HR policies and the organization ethics and work culture from the books available in the library of DMRC and other information from the companys website. Questionnaire was designed by me with the help of my mentor, under whom I was given training. The data was collected from people working at DMRC, Shastri Park. The questionnaire was distributed to 25 employees of DMRC who are holding responsible positions in the company. On the basis of the study I came to know what employees think about the present recruitment process in the organization and found that the present system of decentralized manpower planning is working efficiently and does not warrant any change. The company has cost effective system to recruit and select people which is working satisfactorily. Growth and expansion of Delhi Metro is the major factor that affects the recruitment in organization as they need more and more people to achieve their mission i.e. to cover whole of Delhi by metro network by the year 2021.

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Company Profile

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COMPANY PROFILE
Introduction
For implementation and subsequent operation of Delhi MRTS, a company under the name DELHI METRO RAIL CORPORATION was registered on 03-05-95 under the Companies Act, 1956. DMRC has equal equity participation from GOI and GNCTD.

Need for MRTS

As cities grow in size, the number of vehicular trips on road system goes up. This necessitates a pragmatic policy shift to discourage private modes and encourage public transport once the level of traffic along any travel corridor in one direction exceeds 20,000 persons per hour. Introduction of a rail based (MRTS) Mass Rapid Transit System is called for. Mass Rapid Transit Systems are capital intensive and have long gestation period. It has been observed that in developed countries, planning for mass transit system starts when city population size exceeds 1 million; the system is in position by the time the city population is 2 to 3 million and once the population exceeds 4 million or so, planned extensions to the Mass Rapid Transit Systems is vigorously taken up. In developing countries including India, because of paucity of funds planning and implementation of rail based Mass Rapid Transit Systems has been lagging far behind the requirements. The city of Delhi with a population of round 12 million should have had an MRTS network of at least 100 KM by this time, whereas actually it is still at the take-off stage. Delhi has all the ideal dress-up for an excellent Mass Rapid Transit System to be brought in. It has wide roads (roads cover 23% of the city area) where road possession for construction is not difficult (except in the old city area).
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Implementation will also not involve demolition of large scale private properties. Most of the land required is under Government control and hence can be easily acquired. The citizens are enlightened and would eagerly welcome introduction of people friendly MRTS though they may initially face some difficulties during the implementation phase. Added to this Delhi has an unassailable advantage in its excellent railway network comprising two rings and six spurs totaling about 120 KM within the urban area. Unfortunately, these Rail assets are not presently fully being utilized as its share of commuter traffic is only a mere 2%. Delhi has experienced phenomenal growth in population in the last few decades. The number of motor vehicles in Delhi is now more than that of Mumbai, Calcutta, Chennai put together. The result is extreme congestion on Delhi roads, ever slowing speeds, increase in road accidents fuel wastage and environmental pollution with motorized vehicles alone contributing to about two thirds of the atmospheric pollution. Today the traffic on roads of Delhi is a heterogeneous mix of cycles scooters buses cars and rickshaws jostling with each other. This has resulted in a chaotic situation so much so that due to road accidents, the average number of persons killed per day has increased to 5 and of those injured to 13. The position is expected to deteriorate further in the years to come. To rectify this situation the Government of India and the Government of National Capital Territory of Delhi, in equal partnership have set up a company named Delhi Metro Rail Corporation Ltd. under the Companies Act, 1956.

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What is Metro
A metro can perhaps be best defines as high frequency, urban, rail based mass rapid transit system that operates totally independent from other modes of traffic. It can be underground, at grade, elevated or a combination of any of the above. According to German metro enthusiast Robert Schwandl, steel wheels, rubber tyres, double- rail, monorail, overhead wire electrification, third rail power supply, narrow gauge, standard gauge, broad gauge, automatically- driven, driver driven a Metro can be based on the combination of any of the above systems. It doesnt necessarily use heavy rail technology and thats why some famous urban light rail systems that meet a metros generally accepted operating parameters are sometimes included in metro listings. However, classifying metro as Heavy Rail (along with subway, rapid transit and rapid rail), the American Public Transportation Association, describes it as an electric railway with the capacity of heavy volume of traffic characterized by high speed and rapid acceleration passenger rail cars operating signally or in multi- car trains on fixed rails; separate right- of- way from which all other vehicular and foot traffic are excluded; sophisticated signaling, and high platform loading.

Structure
Chairman - Shri M Ramachandran Managing Director - Dr. E. Sreedharan Total No. of Directors 14 Nominee of Govt. of India 5 Nominee of Govt. of NCTD - 5 (Including MD) No. of full-time functional directors at present including MD 5

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Mission
To cover the whole of Delhi with a Metro Network by the year 2021. Delhi Metro to be of world class standards in regard to safety, reliability, punctuality, comfort and customer satisfaction. Metro to operate on sound commercial lines obviating the need for Government support.

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Current routes of Delhi Metro till 2011

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Corporate Culture
Total dedication and commitment to the Corporate Mission. Personal integrity should never be in doubt; it maintains full transparency in all decisions and transactions. The Organization must be lean but effective. The Corporation must project an image of efficiency, transparency, courtesy and they mean business attitude. Construction activities should not inconvenience or endanger public life nor should lead to ecological or environmental degradation. All structures should be aesthetically planned and well maintained. Safety of Metro users is paramount responsibility. Stations and trains should be spotlessly clean. Staff should be smartly dressed, punctual, polite and helpful to the customers. Employees should discharge their responsibilities with pride, perfection and dignity.

Corporate Value
A high priority on quality integrity, transparency in work, quick decision making, emphasis on punctuality and targets are the values which drive DMRC towards a higher ground. There is a great premium on integrity in DMRC as there is zero tolerance to non- transparent ways of working. The central trust of the corporate value so far has been to achieve Quality with Speed unmatched so far in India. Once the targets are fixed, they set a reverse clock indicating the number of days left to open the section. All targets are sacrosanct and have never been relaxed so far. DMRC has got unique distinction of achieving the targets by time; time and again even if it involves extra pressure. To beat the stress of meeting the deadlines, regular yoga and meditation classes are organized for executives and staff. Each new member is given a copy of Bhagwat Geeta on joining DMRC.

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DMRC Ethics

DMRC puts a lot of premium on ethics. Ethics has been introduced as a topic of training curriculum for all the new recruits as well as refresher courses at training school precisely for this reason. There are some broad principles, if followed, will ensure that you are on the right path of ethical living. These are as follows: To be honest in thoughts and deeds and to act with a sense of fair play and impartiality. To never knowingly violate laws and regulations in any consequential way. Not to take any obligations in any form from anyone connected with official duty. To make commitments carefully and keep them faithfully. Avoid conflicts of interests, and when they are unavoidable, resolve them in favor of duties and responsibilities, rather than by benefiting personally. Always place your companys interest ahead of your personal interest.

Work Culture
High premium on integrity. The top managers set an example for others to follow through personal conduct. Punctuality and adhering to the target is must.
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Entry through access card only. Excellent environment for work, same colour uniform/ ties etc to all staff and officers. Uniform gifts on birthday, deepawali and new year for all. Lunch taken in the lunch rooms only. Tea/ coffee/ soup served free to all. No communication barriers- cubical only for HODs and above. Good house keeping with central announcing system. Unnecessary layers such as clerks/ peons eliminated from the system. Team spirit through regular interaction in office/ at social level. To reduce unnecessary paper work. Friendly and helpful attitude towards public.

Organizational set up
Chairman, who is generally secretary, Ministry of Urban Development (GOI) or any prominent person nominated by government of India, heads the DMRC. He is a nominee of government of India. The MD is functional head of this great organization and is the nominee of Delhi Government. There are four other functional Directors as under: Director (Project) Director (RSE) Director ( Finance) Director ( Operations) Besides MD and the functional Directors, the board of directors has nine non- functional Directors which include the following:1. Secretary UD and Chairman DMRC 2. Chief Secretary/ GNCTD 3. Vice Chairman, DDA 4. Member Engineering/ Railway Board
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5. Addl. Secretary (expenditure)/ MOF 6. Addl. Secretary (UD)/ MOUD 7. Principal Secy- cum- Commissioner/ GNCTD 8. Principal Secy(finance), GNCTD 9. An Independent Director The functional directors are assisted by heads of the Departments who are designated differently (GM, CE, CEE, CPO etc.) but have the same status/ pay scales. Some of the head of the departments have been re- designated as executive directors by virtue of their seniority. The deputy heads of the departments and other executive officers in senior and junior scales assist the head of the departments. Brief about various disciplines The DMRC, as an organization, has two distinct entities: i. ii. 1. Project and corporate wing Operation and maintenance wing Project and corporate wing The project and corporate wing is located in NBCC place at Lodi Road, New Delhi and has following disciplines dealing with various functions:a) Civil engineering department: DMRC is basically a construction based organization. The main works on project side relates to civil engineering construction. The civil engineering discipline ensures timely execution of all structures including survey, acquisition of land, tunneling, piling, laying of tracks, construction of station buildings, property development etc. DMRC is recognized for its prowess in civil engineering field and is considered a role model for execution of quality projects in a time bound manner. b) Electrical department: The electrical department is responsible for all the electrical works, which include overhead equipments, escalators, lifts, lighting, air conditioning, as well as procurement and maintenance of trains (rolling stock), tunnel ventilation, power supply, fire and hydraulics.

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c)

Signaling and telecom department: The S&T department is responsible for all the signaling and telecommunication works, which include, Automatic train connection (ATP), Automatic train supervision (ATC), Automatic train operation (ATO), Automatic fare collection (AFC), smart card, etc. The S&T department also caters to the IT services in DMRC.

d) e)

Finance department: Proper financial discipline is a key to viability of any organization. The finance department is responsible for this important function. Human resource department: The HR department is responsible for manpower planning, recruitment , training, induction, and all other HR functions like promotion, staff welfare etc.

f) g)

Legal department: The legal department deals with all legal matters including court cases as well as arbitration matters. Property development department: The property development department plans for development of metro property which is an important source of revenue for DMRC, in line with the trend world over including Singapore and hongkong metros.

h)

Public relations department: Due to our public profile, the PR department has to work as a highly professional unit for maintaining communication with media as well as maintenance of good public relations. The PR department keeps the public well informed about the ongoing activities of Delhi Metro. It takes care of special and distinguished visitors to our system as well as important occasions like opening of a new section or a facility.

i) j)

Stores department: The stores department is responsible for procurement of all materials including uniforms, furniture, office equipment and stationary items. Safety department: The safety department is responsible for continual improvement in health and safety policies and procedures in DMRC. It keeps constant vigil on all accidents and monitors safety aspects at work sites.

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2.

Operation and maintenance wing The O&M wing employs about 2700 personnel, which is about 80% of the workforce of DMRC. The O&M staff is the public interface of DMRC and much of our public image is due to their efficient, professional and untiring efforts. They ensure punctual running of trains, maintenance of our swanky stations track and other installations. The O&M wing is headed by Director (O) who is assisted by following heads of department.

a) e)

GM (RS & S) GM (O)

b) GM (M) f)

c) GM (F)

d) JGM (R&T) h) JGM (E&M) & others

JGM (S&T) g) JGM (RS)

HR Policies
DMRC is one of the most caring organizations in India. Right from the inception, it has been following a policy of people first. Due to its pro- people policy many officers/ staffs have taken permanent absorption in DMRC after resigning their high profile jobs in parent departments like Indian Railways, CPWD, BSNL etc. they believed in the philosophy of this great organization and want to be part of this revolution. With a view to have very lean and thin organization, DMRC have introduced multiskilling in the organization. One example is the cadre of station controller/ train operators. They have trained their people to work as station controller as well as train operators. Same person works for about 6 months as station controller and thereafter for another 6 months as train operator. They have also introduced multi- skilling in their maintenance side also. This ensures flexibility in working as well as save the staff from monotony of same job day in day out. They have fixed a benchmark of about 45 staff per route km in O&M side and are reviewing it further consistent with world best practices.

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Training:DMRCs top- of- the- end training facility is located at shastri park complex. It compiles 7 classrooms, two model rooms, one ATS simulator room, computer lab with 25 computers, 60 bedded hostel and a 125- seated conference hall. A principal heads the training school. He is guided by JGM (R&T) in organizing various courses and developing the course curriculum for direct recruits as well as refresher courses. Initially, DMRC had to get their training staff trained in Hongkong metro but at present they have adequate and modern training facilities to cater to the needs of the Phase- 1 and Phase-2. They shall also be giving training to the staff of other metros, which are coming up in various Indian cities. With a view to make the training more broad based a number of modules (in addition to technical matters) have been developed in- house and have been introduced as part of training curriculum as under: Module on reorientation Module on customer care Module on first aid and fire fighting Module of computers Further, two more modules on following subjects have been developed and introduced recently1. 2. Module on environmental studies ( titled Help Save The Earth) Module on ethics ( titled Ethical Living) Further a module on leadership and team building is under finalization. Employee motivation: Immediate appreciation and reward for good work done. Lack of bureaucratic procedures and a more open work environment. No policy of hire and fire, genuine mistakes are ignored. Integrity is given high premium. A fair and transparent promotion policy.
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A caring environment created through a system of access to higher management for grievance redressal. Excellent scope of advancement through faster promotions Welfare schemes:A comprehensive welfare scheme has been introduces in DMRC recently for the welfare of employees and their families. The various schemes are as under in brief:-

A. 1. 2. 3. 4. 5. B. 6. 7. 8. C. 9. 10. 11. 12. 13. 14. 15. 16. 17.

Various advances available to the employees of DMRC House building advance motor vehicle advance Multipurpose advance up to rs. 80000 to meet urgent financial needs. Advance from DMRC thrift society. Festival advance. Insurance Policies. Group savings linked insurance. Accident insurance policy. Superannuation pension scheme. Other entitlements (depending upon the post) Identity card. Access card. Briefcase (only for supervisory staff) Visiting card (only for executives) Mobile phone (reimbursement is made for the handset). Laptop computer with DVD combo drive. Service telephone connection at residence (up to certain levels). Official vehicle (for station controllers and DGM and upwards). Uniform including shoes and helmet (field staff at double the rate of corporate office). Leave entitlement DMRC employees are eligible for various types of leaves as shown below:41

1. 2. 3. 4.

Casual leave- 8 days for project staff and 12 days for O&M staff per year. Restricted leave- 2 days per year. Earned leave- 30 days per year (15 days encashable and 15 days non- encashable) Half pay leave- 20 days per year.

DMRC Trains its staff members for disaster management

DMRC provides a safe and comfortable means of travel to lakhs of commuters every day. Continuing its commitment towards the safety of its passengers, Delhi Metro has begun training all its operations and maintenance staff on disaster management. While train operators and station controllers have been given training on disaster management ever since Delhi Metro started operations four year ago, staff members from other departments such as maintenance, signaling and telecom and rolling stock also receives specialized training now. About 800 staff members from maintenance, signaling, telecom and rolling stock undergo this training. They are also given intensive training on first aid and the use of fire -fighting equipment. Senior officers instruct them in disaster management, including natural calamities, at DMRC training School at Shastri Park. "Role Play" method of instruction is adopted so that the staff members can learn how to handle such incidents. All DMRC staff members are also given instructions in Yoga and meditation as part of their training curriculum.

Environment, Health & Safety Policy (Operations and Maintenance)

Delhi Metro Rail Corporation accord high priority to Environment, Occupational Health and Safety (EHS) in maintenance of stations, structures and systems. In this endeavor the following are the aims: To strive for continual improvement in our Environment, Health & Safety policies, processes and procedures.
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To comply with local and national Environment, Health & Safety Laws To make all-out efforts to create Environment, Healthy & Safety awareness amongst our Employees, Metro users and Maintenance personnel. To maintain Assets so as to enhance their aesthetic appeal, optimize the use of energy, because minimum negative impact to the environment and to ensure safety of the personnel.

Economic Benefits
The Delhi MRTS is essentially a "social" sector project, whose benefits will pervade wide sections of economy. The modified first phase will generate substantial benefits to the economy by the way of:

Time saving for commuters Reliable and safe journey Reduction in atmospheric pollution Reduction in accident Reduced fuel consumption Reduced vehicle operating costs Increase in the average speed of road vehicles

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Recruitment Process in DMRC

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RECRUITMENT PROCESS IN DMRC

DMRC is an organization which tries to give ample opportunity to young and talented engineers and other non- technical candidates for different departments from every part of the country and even tries to recruit candidates from B/C class cities. DMRC follows a scientific HR process with well defined job descriptions, technical, aptitude and psychometric tests, followed by a rigorous induction program with continuation of on the job training. Before the recruitment process starts Human Resource Planning is done to know the requirements and to create vacancies for new employees for every department in the organization. A budget is prepared to spend on recruitment process. RECRUITMENT PROCESS HRP Advertisements (In leading newspapers i.e. TOI, HT, EN and DMRC website) Hiring Agencies (For screening of applications and conducting written examinations) Written Test Personal Interview Psychometric Tests (if required) (These are done for the persons operating trains to check that they should not suffer from color blindness and they should be quick in response. This is done by special teams) Medical examination

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(DMRC have contacts with prescribed government hospitals and candidates are sent there) Final Placement Orientation/ Induction classes Training sessions Both internal as well as external sources are used to recruit people. Internal sources are: Departmental examination- LDCE (Limited departmental competitive examination) Promotions External sources are:Vacancies/ recruitment from open market. Campus recruitment Employment exchanges.

Recruitment and Selection Process of DMRC involves following ten stages:1. Human Resource Planning: - Organizations undertake human resource planning to enable them to meet their future "people" needs in the same way in which they plan for their nonhuman resources. Human resource planning as an information- decision- making process designed to ensure that enough competent people with appropriate skills are available to perform jobs where and when they will be needed As such, "it entails defining the organization's human needs for particular positions and assessing the available pool of people to determine the best fit." This results in reduces labor costs as it helps the management to anticipate shortages and/ or surplus of manpower and correct these imbalances before they become unmanageable and expensive. It also serves as a tool to evaluate the effect of alternative manpower actions and policies.

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2.

Advertisements: - The aim of advertising is to make people aware that a vacancy exists and to persuade them to apply for the position. Good advertising highlights the assets of the position and appeals to the career needs and concerns of the desired applicants. It is worth making the advertisement effective and attractive, as there is a high correlation between advertisements with accurate and complete information and recruitment success. DMRC decides to place an advertisement in the leading newspapers like Times of India, Hindustan Times and Employment News and also make use of e- recruitment by advertising for vacancies on its website.

3.

Hiring Agencies: - These agencies provide a nation- wide service in attempting to match personnel demand and supply.These agencies help DMRC in screening of applications received as a result of advertisements and also conducts written examination for the organization to ensure whether r they possess requisite skills or not.

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4.

Written Test:- Two types of written tests are conducted by the company theses are as followsTechnical test for engineers Mechanical test for engineers The above tests are done to see whether the candidates fulfill the requirements or not. On the basis of these tests various traits of the candidate is analyzed. These traits include- Positive thinking, creative and lateral thinking, action oriented, courage in taking up a cause, saves labor, material and time, in- depth knowledge, application of knowledge, decisiveness under uncertain conditions and flexible in working. On the basis of above some of the areas looked for are- ability to work, technical skills, technical ability, ability to grasp new things, ability to reason, judgment, integrity, communication skills, leadership, values, interpersonal relations and conflict resolution. Once the candidate passes these written tests he is called for the interview which is structured as well as unstructured.

5.

Personal Interview: - Once the candidate passes these written tests he is called for the interview which is structured as well as unstructured. All these interviews are conducted by HR persons of DMRC. The main purpose of the interview are: a) to find out suitability of the candidate, b) to seek more information about the candidate, c) to give him accurate picture of the job with details of terms and conditions and some idea of organizations policies.

6.

Psychometric Tests: - Tests of this sort are devised by occupational psychologists and their aim is to provide employers with a reliable method of selecting the most suitable job applicants or candidates. Psychometric tests aim to measure attributes like intelligence, aptitude and personality. They provide a potential employer with an insight into how well you work with other people, how well you handle stress, and whether you will be able to cope with the intellectual demands of the job. Psychometric tests fall into two main categories. Personality Questionnaires, which try to measure aspects of your personality, and Aptitude and Ability tests which try to measure your intellectual and reasoning abilities.

7.

Medical examination: - A proper medical examination ensures higher standard of health and physical fitness of the employees and will reduce the rates of accident, labor turnover, and absenteeism. The advantages of physical examination are- a) it serves to ascertain the applicants physical capability to meet the job requirements, b) it serves to
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protect the organization against the unwarranted claims under workers compensation laws or against law suit for damages, and c) it helps to prevent communicable diseases entering the organization. 8. Final Placement: - After a candidate clears all the hurdles in the procedure, he is formally appointed by issuing him an appointment letter or by concluding with him a service agreement in which the candidate has to sign three year bond. 9. Induction classes: - Induction function is generally considered to be a part of hiring procedure. Induction is considered with introducing or orienting a new employee to the organization and its procedures, rules and regulations. This provides opportunity to employee to know about the organization and its people. A well managed orientation forms a good impression on the mind of the new employee which lasts long. It helps employee understand the social, technical and cultural aspects of the workplace. 10. Training Sessions: - Training increases the knowledge, skills and ability to do specific job. Training is given due importance in DMRC. Lot of time and money is spent on training the employees so that they can give their best to the company. Training improves overall performance of the organization. it makes the workers handle machines, materials and equipment efficiently and thus to check wastage of time and resources. DMRC also gives safety training to workers to reduce the numbers of accidents.

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Recommendations

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RECOMMENDATIONS
As DMRC is a growing organization and is expanding in rest of the states of India as well, therefore it will go for large manpower forecasting and will be recruiting large number of employees for the organization expansion. However, company needs to focus on some aspects to achieve its organizational commitments. The present system of decentralized manpower is working efficiently and does not warrant any change right now but keeping in mind the future needs of organization, company have to recruit employees for the diversified activities with different qualifications and experience. As various tests are used in recruitment and selection process in the organization, hence sometimes the process becomes lengthy. So appropriate steps should be taken to reduce this time frame as short as possible. Knowledge and awareness about various tests used in recruitment and selection should be provided to candidates as to reduce the resistance towards those tests. Company should try to conduct workshops for its employees keep it mandatory to increase motivational level. Employees should be more focused on their work and should contribute as much as they can to the organization. Pay packages should be compatible with other PSUs/ companies. Management should try to utilize their resources more in a proper manner and especially from those workers sitting idle. Organization should try to increase the growth rate of an employee. Employees counseling should be practiced by the management in order to help employees overcome their personal as well as work related problems, if any so that they can contribute their best efforts to their work.

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Limitations

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LIMITATIONS
Every effort has been made to collect relevant information through the sources available. But still there were some obstacles which did not allow gathering more relevant information from the organization:Due to limited time duration which was for two months could not provide ample opportunity to study each and every detail of management in the company. There are some departments and specific areas prohibited to visit in Delhi Metro. As the process of recruitment is confidential to the company so some facts were not disclosed by the management. Some of the answers of the respondents were vague enough to be ignored. Due to lack of data, results may not be accurate.

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Bibliography

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BIBLIOGRAPHY
Websites: http://www.delhimetrorail.com/ Books:- author( year):name of d buk ,publshr,plceofpublictn Chadha, K. Narender, Human Resource Management Rao, P. Subba, Essentials of Human Resource Management and Industrial Relations Ian Beardwell and Len Holden Human Resource Management- A contemporary Perspective Magazines: A dream Revisited- An archival journey into the making of Delhi Metro

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