PROJECT REPORT

ON

Recruitment Process at Delhi Metro Rail

Corporation (DMRC)

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.

2

Introduction to Recruitment

3

R E C R U I T M E N T – I N T R O D U C T I O N

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.”

4

Objectives of Recruitment

i. To attract people with multi- dimensional skills and experiences that suit the present

and future organizational strategies,

ii. To induct outsiders with a new perspective to lead the company,

iii. To infuse fresh blood at all levels of the organization,

iv. To develop an organizational culture that attracts competent people to the company,

v. To search or head hunt/ head pouch people whose skills fit the company’s values,

vi. To devise methodologies for assessing psychological traits,

vii. To seek out non- conventional development grounds of talent,

viii. To search for talent globally and not just with in the company,

ix. To design entry pay that competes on quality but not on quantum,

x. To anticipate and find people for positions that does not exist yet.

Recruitment Process

It involves following stages:-

5

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.

6

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.

7

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.

8

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 individual’s 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.

9

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:

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

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.

10

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:

Recruiter’s 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.

11

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 he’ll 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.

12

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

institutes and management institutes for recruitment to various jobs. Recruitment from

educational institutes is a well established practice of thousands of business and other

13

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 latter’s intimacy with the management. As such the trade

union leaders are aware of the availability of the candidates. In view of this fact and in

order to satisfy the trade union leaders, management enquires trade unions for suitable

candidates.

14

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 semi-

automating 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.

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.

15

Factors affecting recruitment

Both internal and external factors affect recruitment

Factors affecting recruitment

Internal factors External factors

Company’s pay package Socio- economic factors.

Quality of work life Supply and demand factors.

Organizational culture Labor market conditions.

Company’s size Political, legal and governmental

Company’s products/services factors like reservations for SC/ST

Geographical spread of the company and sons of soil.

Company’s growth rate Information system like employment

Role of trade unions exchanges/tele-recruitment like

Cost of recruitment internet.

Company’s name and fame

16

Objective of Study

17

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.

18

Research Methodology

19

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.

20

Literature Review

21

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

company’s 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.

22

Company Profile

23

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).

24

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.

25

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 doesn’t necessarily use heavy rail

technology and that’s why some famous urban light rail systems that meet a metro’s

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

26

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.

27

Current routes of Delhi Metro till 2011

28

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.

29

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 company’s 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.

Entry through access card only.

30

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

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

31

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. Project and corporate wing

ii. Operation and maintenance wing

1. 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.

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.

32

d) Finance department: Proper financial discipline is a key to viability of any

organization. The finance department is responsible for this important function.

e) 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) Legal department: The legal department deals with all legal matters including court

cases as well as arbitration matters.

g) 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) Stores department: The stores department is responsible for procurement of all

materials including uniforms, furniture, office equipment and stationary items.

j) 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.

33

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) GM (RS & S) b) GM (M) c) GM (F) d) JGM (R&T)

e) GM (O) f) JGM (S&T) g) JGM (RS) h) JGM (E&M) & others

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 multi-

skilling 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.

34

Training:-

DMRC’s 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

recently-

1. Module on environmental studies ( titled ‘Help Save The Earth’)

2. 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.

35

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. Various advances available to the employees of DMRC

1. House building advance

2. motor vehicle advance

3. Multipurpose advance up to rs. 80000 to meet urgent financial needs.

4. Advance from DMRC thrift society.

5. Festival advance.

B. Insurance Policies.

6. Group savings linked insurance.

7. Accident insurance policy.

8. Superannuation pension scheme.

C. Other entitlements (depending upon the post)

9. Identity card.

10. Access card.

11. Briefcase (only for supervisory staff)

12. Visiting card (only for executives)

13. Mobile phone (reimbursement is made for the handset).

14. Laptop computer with DVD combo drive.

15. Service telephone connection at residence (up to certain levels).

16. Official vehicle (for station controllers and DGM and upwards).

17. 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:-

36

1. Casual leave- 8 days for project staff and 12 days for O&M staff per year.

2. Restricted leave- 2 days per year.

3. Earned leave- 30 days per year (15 days encashable and 15 days non- encashable)

4. 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.

37

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

38

Recruitment

Process in DMRC

39

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

40

(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.

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

41

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.

4. Written Test:- Two types of written tests are conducted by the company theses are

as follows-

Technical test for engineers

42

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 organization’s 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 applicant’s physical capability to meet the job requirements, b) it serves to

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.

43

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.

44

Recommendations

45

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 PSU’s/ 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.

46

Limitations

47

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.

48

Bibliography

49

50

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

51