surpreet final

SUMMER TRAINING PROJECT REPORT

ON

“BHARTI AIRTEL LTD.”

SUBMITTED TO:

KURUKSHETRA UNIVERSITY

KURUKSHETRA

In partial fulfillment for the degree of

M.B.A

Session 2010-2012

UNDER THE GUIDANCE OF: SUBMITTED BY:

Ms. vasundra surpreet kaur

MBA Deptt. MBA 3rd sem

SWAMI DEVI DYAL INSTITUTE OF ENGINEERING & TECHNOLOGY, BARWALA, PANCHKULA (HARYANA)

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CERTIFICATE

This is to certify that Miss SURPREET KAUR a student of Swami Devi Dayal Institute of Management & Studies, Golpura, Panchkula, undergone a project on “RECRUITMENT AND SELECTION PROCESS IN BHARTI AIRTEL LTD” at BHARTI AIRTEL LTD, Panchkula from 16th Jun, 2011 to 31th July, 2011.

SURPREET KAUR has successfully completed the project under the guidance of Mr. AMIT MALIK (Sales Manager). She is a sincere and hard-working student with pleasant manners.

We wish her all success in his future endeavours.

Signature

( )

(Branch Training Manager)

(BHARTI AIRTEL LTD)

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DECLARATION

I hereby declare the research project titled

“RECRUITMENT AND SELECTION PROCESS”

This report is submitted in the partial fulfillment of the requirement for the degree of masters of business administration .This report is a bonafide research work carried out by me. No part of this report has been submitted for the award or any other diploma/ degree/fellowship or any other similar title or prize. This report is based upon my personal opinion .Hence ,it cannot be referred to for official or legal purposes.

SURPREET KAUR

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ACKNOWLEDGEMENT

“Expression of feelings by words makes them less significant when it comes to make

statement of gratitude”

I would like to express my gratitude to all those who gave me the possibility to complete this

final report.

Mr.P.S.Longia (Assistant Manager, HR Dept., Airtel, Chandigarh.) were always there to

provide me the judicious judgment, logical thinking, procedure and in nut shell everything.

Their inspiration and precious guidance did play a key role to do my work at ease and well

within time.

I wish my deepest gratitude to Mr. Pancham (executive, HR dept., Airtel, chandigarh) for

their support throughout and helping me in all the times of research and for writing final

report.

I am deeply indebted to my faculty guide, Ms. Vasundra whose help, stimulating

suggestions and encouragements helped me throughout my training period.

I thank all my well-wishers who helped me directly or indirectly in carrying out this work.

(Surpreet Kaur)

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CONTENTS

Chapter 1 Introduction

A) Introduction of the company

B) Statement of Problem

C) Introduction of the topic

Chapter 2 Review of literature

Chapter 3 Research Methodology

Scope of study

Significance of study

Research design

Data collection techniques

Statistical tools used for interpretation & analysis

Limitation of study

Chapter 4 Analysis & Interpretation

Chapter 5 Findings & Suggestions

Finding of the study

Suggestions & recommendations

Chapter 6 Conclusion

Bibliography

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ABBREVIATIONS USED

ACRF: Airtel Centre Recruitment Factory Head

BVC: Background Verification Vendor

CBI: Competency Based Interview

CIS: Candidate Information Sheet

CV: Curriculum Vitae

DGM: Director General Manager

EEO: Equal Employment Opportunity

HR: Human Resources

HRIS: Human Resource Information System

HRMS: Human Resource Management System

IJP: Internal Job Posting

KSA: Knowledge, Skills and Abilities

MRF: Manpower Requisition Form

OPQ: Occupational Personality Questionnaire

RSO: Ruler Sales Officer

SHRM: Strategic Human Resource Management

SLA: Short-listed Applicants

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INTRODUCTION

Introduction to Company – Bharti Airtel Ltd:

Bharti Airtel Limited commonly known as airtel, is an Indian telecommunications company

that operates in 19 countries across South Asia, Africa and the Channel Islands.

It operates a GSM network in all countries, providing 2G or 3G services depending upon the

country of operation. Airtel is the fifth largest telecom operator in the world with over 207.8

million subscribers across 19 countries at the end of 2010. It is the largest cellular service

provider in India, with over 152.5 million subscribers at the end of 2010. Airtel is the 3rd

largest in-country mobile operator by subscriber base, behind China Mobile and China

Unicom.

Airtel also offers fixed line services and broadband services. It offers its telecom services

under the Airtel brand and is headed by Sunil Bharti Mittal. Bharti Airtel is the first Indian

telecom service provider to achieve this Cisco Gold Certification. To earn Gold Certification,

Bharti Airtel had to meet rigorous standards for networking competency, service, support and

customer satisfaction set forth by Cisco. The company also provides land-line telephone

services and broadband Internet access (DSL) in over 96 cities in India. It also acts as a

carrier for national and international long distance communication services. The company has

a submarine cable landing station at Chennai, which connects the submarine cable

connecting Chennai and Singapore.

It is known for being the first mobile phone company in the world to outsource everything

except marketing and sales and finance. Its network (base stations, microwave links, etc.) are

maintained by Ericsson, Nokia Siemens Network and Huawei, business support by IBM and

transmission towers by another company (Bharti Infratel Ltd. in India). Ericsson agreed for

the first time, to be paid by the minute for installation and maintenance of their equipment

rather than being paid up front. This enabled the company to provide pan-India phone call

rates of Rs. 1/minute (U$0.02/minute). Call rates have come down much further. During the

last financial year [2009-10], Bharti has roped in a strategic partner Alcatel-Lucent to manage

the network infrastructure for the Telemedia Business.1

1

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2.1.1 Vision

By 2015 Airtel will be the most loved brand, enriching the lives of millions.

"Enriching lives means putting the customer at the heart of everything we do. We will meet

their needs based on our deep understanding of their ambitions, wherever they are. By having

this focus we will enrich our own lives and those of our other key stakeholders. Only then

will we be thought of as exciting, innovation, on their side and a truly world class company."2

2.1.2 Mission

1. Company will meet the mobile communication needs of his customer through error-

free service delivery.

2. Innovative products and services,

3. Cost efficiency

4. Unified messaging solution.

2

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Introduction to project

Recruitment

Recruitment is the process of identifying and searching for prospective employees and

attracting them to apply for jobs in the organization.

The stages involved in Strategic recruitment stages

Figure 1 : Strategic Recruitment Stages

Recruitment process starts with Human Resource Planning which is a process of

determining and assuring that the organization will have an adequate number of

qualified persons available at the proper times, performing jobs which meet the needs

of the enterprise and which provide satisfaction for the individuals involved.

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The process gives answers to questions like how many employees are needed, when

they are needed, what specific KSA’S needed etc.

After doing HR planning, the next step comes about Organizational

Responsibilities. Both HR staff and operating managers play a major role in the

recruitment process.

Following is the typical division of HR responsibilities in the recruitment process

HR unit

• Forecasts recruiting needs

• Prepares copy for recruiting adds and campaigns

• Plans and conducts recruiting efforts

• Audits and evaluates all recruiting activities

Managers

• Anticipate needs for employees to fill vacancies

• Determine KSA’S needed from applicants

• Assist in recruiting effort with information about job requirements

• Review success/failure of recruiting activities

Another organizational responsibility includes: Recruiting image, Recruiting presence

and Training of recruiters

Recruiting image

This is one of the critical factors relating to recruiting i.e. portraying a positive image

of the employer. Good image about the organization is crucial to both attracting

applicants and retaining employees.

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The recruiting image of an industry and an employer can significantly affect whether

individuals ever consider a firm and submit applications

Recruiting presence

This is another crucial factor related to recruiting i.e. having a recruiting presence in

the market. Recruiting presence can be done by continuous efforts to recruit which

offer the advantage of keeping the employer in the recruiting market. Being seen as an

employer with jobs available that is looking for qualified candidates contributes to

positive recruiting image.

Training of recruiters

Another part of effective recruiting is training recruiters. This includes training

recruiters on interviewing techniques and communication skills. In addition to that, it

is crucial that they know the types of actions that violate EEO regulations and how to

be sensitive to diversity issues with applicants. Such training includes interview dos

and don’ts and appropriate language to use with applicants. Racist, Sexist and other

inappropriate remarks hurt the image of the employer and may result in legal

complaints.

The next step is to take strategic recruiting decisions, which includes:

Organizational based vs. outsourcing

An initial and basic decision is whether recruiting will be done by HR staff and/or

other organizational employees. Otherwise, outsourcing of some or most recruiting

can be done. It need not be an ”either-or” decision where all recruiting is done by

organizational staff or external resources are used exclusively.

Because recruiting can be a time consuming process, given all the other

responsibilities of HR staff and other managers in organizations, outsourcing of

recruiting is a way to both decrease the number of HR staff needed and to free up time

for HR staff members. A common means of outsourcing is use of search firms and

employment agencies which are retained to recruit candidates.

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Regular vs. flexible staffing

Another decision to be taken is whether to seek traditional employees or use more

flexible approaches, which might include temporary or independent contractors. This

is because the number of employers feels that the cost of keeping a regular workforce

has become excessive and grows worse due to increasing government –mandated

costs.

Flexible staffing makes use of recruiting sources and workers who are not traditional

employee’s .This allows an employer to avoid some of the cost of full time benefits

such as vacation pay and pension plans. These arrangements use temporary workers,

independent contractors and employee leasing

.

EEO/Diversity considerations

Another strategic decision includes making recruiting efforts to meet EEO regulations

i.e. attracting applicants from diverse backgrounds.

Three specific groups that have been attracted into the workforce effectively by some

employers are individuals over 55 years of age, persons with disabilities and members

of racial/ethnic minorities

Recruiting sources choices

This includes the decision as to the extent to which internal and external sources and

methods will be used .Both promoting from within the organization (internal

recruitment)or hiring from outside the organization (external recruitment ) to fill

openings come with associated advantages and disadvantages.

Once the various recruiting policy decisions have been addressed, then the actual

Recruiting methods can be identified and used .These include internal and external

sources as well as, internet or web-based approaches.

Internal recruiting methods:

• Organizational databases

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• Job posting system

• Promotion and transfers

• Current employee referrals

• Re-recruiting former employees

Organizational databases: These are the human resource information

systems (HRIS) that allows HR staff members to maintain background and

KSA information on existing employees. As openings arise, HR

employment specialists can access databases by entering job requirements

and then receive a listing of current employees meeting the job

requirement. Various types of employment software sort employee data by

occupational fields, education, areas of career interests, previous work

histories, and other factors .This provides opportunities to employees in

terms of career development and advancement. Employee profiles are

continually updated to include such items as additional training or

education completed, special projects worked on.

Job posting: The major means for recruiting employees for other jobs

within the organization is job posting, a system in which the employer

provides notices of job openings and employees respond by applying for

specific openings. The organization can notify employees in number of

ways, including posting notices on bulletin boards, using employee

newsletters, and sending out e-mails to managers and employees.

Nowadays posting job openings on company intranet and internet websites

has grown in use.

Promotions and job transfers: Promotion and transfer is another internal

method of recruitment from within the organization but it has some

drawbacks as well. The person’s performance on one job may not be a

good predictor of performance on another, because different skills may be

required on the new job.

Employee focused recruiting: It is one of the reliable sources of

recruitment in which suggestions from current or former employees are

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taken. Because current and former employees are familiar with the

employer, their references often are high- potential candidates.

Current employee referrals: A reliable source to fill vacancies is composed

of acquaintances, friends, and family members of employees. Utilizing this

source is usually one of the most effective methods of recruiting because

many qualified people can be reached at a low cost.

Re-recruiting former employees and applicants: Former employees and

former applicants represent another source of recruitment. Both cases offer

a time-saving advantage, because something is already known about the

potential employees.

Internet recruiting:

• Job boards

• Professional/career web sites

• Employer web sites

Job boards: Numerous job boards, such as www.monster.com and

www.hotjobs.com, provide places for employers to post jobs or search

for candidates. Even though job boards provide access to numerous

candidates, many individuals accessing the sites are ‘job-lookers’ who

are not serious about changing jobs, but checking out compensation

levels and what job availability exist in their areas of interest.

Also, a recruiter for a firm can pretend to be an applicant in order to check out

what other employers are looking for in similar job candidates and competitor

compensation information in order to maintain recruiting competitiveness.

Professional/career web sites: Many professional associations have

employment sections at their web sites. As illustration, for HR jobs see

www.shrm.org or www.astd.org a number of private corporations

maintain specialized career or industry web sites in order to focus on

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http://www.astd.org/

http://www.shrm.org/

http://www.hotjobs.com/

http://www.monster.com/

IT, telecommunications, engineering etc. Using these more targeted

web sites limits somewhat the recruiters’ search time and efforts.

Employer web sites: Many employers have found their web sites to be

more effective and efficient when recruiting candidates. Numerous

employers have included employment and career information as part of

their organizational web sites where job seekers are encouraged to e-

mail resumes or complete on-line applications.

External recruiting:

• College and university recruiting

• School recruiting

• Labor unions

• Employment agencies and search firms

• Competitive sources

• Media sources

• Job fairs and special events

College and university recruiting: At the college or university level, the

recruitment of students is a significant source for entry level professional and

technical employees.

The major determinants affecting an employer’s selection of colleges and universities

at which to conduct interviews are:

Current and anticipated job openings

College reputation

Experiences with placement offices and previous graduates

Organizational budget constraints

Cost of available talent and typical salaries

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Market competition

School recruiting: High schools or vocational/technical schools may be a good

source of new employees for some organizations. Promotional brochures that

acquaint students with starting jobs and career opportunities can be distributed

to counselors, librarians, or others. Cooperative programs in which students

work part-time and receive some school credits also may be useful in

generating qualified future applicants for full-time positions.

Employment agencies and search firms: There are private employment

agencies that operate in most cities. For a fee collected from either the

employee or the employer, these agencies do some preliminary screening and

put the organization in touch with applicants. Private employment agencies

differ considerably from state-sponsored employment agency in terms of

service, costs, policies, and types of applicants they provide.

Competitive sources: Other sources for recruiting include professional and

trade associations, trade publications, and competitors. Many professional

societies and trade associations publish newsletters or magazines and have

web sites containing job ads.

Media sources: Media sources such as newspapers, magazines, television,

radio, and billboards are widely used. Whatever medium is used, it should

provide sufficient information on the company and the job.

Job fairs and special events: Employers who need to fill a large number of jobs

can use job fairs and special recruiting events. Job fairs have been held by

economic development entities, employer associations, HR associations and

other community groups in order to assist bringing employers and potential

job candidates together. Some firms also establish special events such as open

houses, sponsor community events at which recruiters try to obtain

applications from attendees, and use other means to recruit individuals.

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Recruiting evaluation: In order to determine how effective various recruiting sources

and methods have been, it is important to evaluate recruiting efforts.

It involves:

• Evaluating recruiting costs and analyses

• Evaluating time required to fill openings

• Evaluating recruiting quantity and quality

• Calculating yield ratio: It is a comparison of the number of applicants at one

stage of the recruiting process to the number at the next stage.

Constraints on Recruitment: A number of constraints may face in recruitment are:

Image of the organization: A perspective candidate may not be interested to

get a job in some organization if its reputation is not good, undesirable attitude

of the management, bad working conditions, etc.

Unattractive jobs: If the job is boring, hazardous, tension ridden, lacking in

opportunities for advancement, very few persons will be available for jobs.

Organizational policies: Internal policies of the organization may also act as a

constraint on recruitment of new persons. A policy of filling up higher

positions from outside will discourage competent persons to join such an

organization.

Government policies: government legislation may require reserving certain

percentage of posts for weaker sections of society or for persons belonging to

specific castes. This can act as a constraint to recruitment.

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Selection

A well planned recruitment helps in selection of qualified candidates suitable for taking up

jobs.

Selection is a process of choosing individuals who have needed qualities to fill jobs in an

organization.

The main purpose is to hire the person(s) best able to meet the needs of the organization.

After the completion of the recruitment process, the manager needs to decide who to hire.

Selection is essentially and a decision-making exercise.

The manager is undertaking a decision-making exercise--choosing among choices.

It is important to always keep in mind that the manager is selecting the person who can best

meet the needs of the organization.

Division of HR responsibilities in the Selection process:

HR unit

• Provides initial reception for applicants

• Conducts initial screening interview

• Administers appropriate employment tests

• Obtains background and reference information and arranges for the employment

physical examination, if used

• Refers top candidates to managers for final selection

• Evaluates success of selection process

Managers

• Requisition employees with specification qualifications to fill jobs

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• Participate in selection process as appropriate

• Interview final candidates

• Make final selection decision ,subject to advice of HR specialists

• Provide follow up information on the suitability of selected employees

Selection Process Flow Chart

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Figure 2: selection process flowchart

Applicant job interest:

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This is the first step in the selection process in which individuals desiring employment

indicate interest in employment in a number of ways. Traditionally, individuals have

submitted resumes by mail/fax or applied in person at an employer’s location but with the

growth of internet recruiting, many individuals complete applications online or submit

resumes electronically

Pre-employment screening:

This is the next step in which screening of applications is done in order to determine if

applicants meet the minimum qualifications for open jobs. The applicant’s qualifications are

compared to job profiles in order to determine which candidates are likely to be successful,

and those candidates are contacted for interviews.

Application forms:

The next step is preparing and examining the application forms. Basically, it solves four

purposes:

• It is a record of the applicant’s desire to obtain a position

• It provides the interviewer with a profile of the applicant that can be used in the

interview

• It is a basic employee record for applicants who are hired

• It can be used for research on the effectiveness of the selection process.

Resume as applications: One of the most common methods applicants use to provide

background information is through resumes .Some employers prefer that those who submit

resumes should complete application form as well.

A well prepared application form is the one that could differentiate between satisfactory and

poor performing employees. The submitted applications and resumes are examined using

checklists and candidates are ranked using the results in order to determine those to be

interviewed or tested.

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Selection testing:

The focus in this section is on specific tests because a number of employers feel that formal

tests can be of great benefit in the selection process when properly used and administered.

A number of different types of tests used in the selection process are:

o Ability tests

These tests assess an individual’s ability to perform in a specific manner. Each of the

several types of ability tests are explained below:

• Cognitive ability tests: These measure an individuals thinking, memory,

reasoning and verbal and mathematical abilities.

• Physical ability tests: Tests that measure individual abilities such as strength,

endurance ,and muscular movement

• Psychomotor tests: Tests that measure dexterity, hand-eye coordination, arm-

hand steadiness, and, other factors

• Work sample tests: Tests that require an applicant to perform a simulated job

task

• Assessment centers: It is composed of a series of evaluative exercises and tests

used for selection and development. It uses multiple exercises and multiple

raters. Candidates go through a comprehensive interview, pencil-and-paper

test, individual and group simulations and work exercises. Performance is

evaluated by a panel of trained raters

o Personality tests

Such tests are conducted so that a number of personality characteristics can be

identified and used.

o Honest/integrity testing:

These tests are used to assess the honesty and integrity of applicants and employees

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o Controversial and questionable tests:

This includes

• Graphology: Handwriting analysis that tell graphologists about the individuals’

personalities and their suitability for employment.

• Psychics: The psychics are supposedly able to determine if a person is suited for a

job both intellectually and mentally.

Person- job- fit can be enhanced through ability and other tests focusing on specific

KSA’S.

Legal concerns and selection testing: Selection tests used must be job related and non

discriminatory to protected class members.

Selection interviewing

Selection interviewing of job applicants is done to both obtain additional information and to

clarify information gathered throughout the selection process. Typically interviews are

conducted at two levels:

First, in the HR Department as an Initial Interview.

And then second, as an in depth interview often involving HR staff members and operating

supervisors and managers in the departments where the individuals will work.

Types of interviews:

Structured interview:

It is an interview that uses a set of standardized questions asked of all job applicants. The

interviewer asks every applicant the same basic questions, so that comparisons among

applicants can more easily be made.

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Two types of structured interviews are:

• Behavioral interviews:

It is an interview in which applicants are asked to give specific examples of how they have

performed a certain task or handled a problem in the past. The notion that past behaviors are

good predictors of future actions provides the logic behind behavioral interviews.

• Situational interviews:

It is a type of structured interview that is composed of questions about how applicants might

handle specific job situations.

Less structured interviews:

These interviews occurred unplanned and without any structure. Often, these are conducted

by operating managers or supervisors who have had little training on interviewing do’s and

don’ts.

Two types of less structured interview are:

• Non directive interview :

It is an interview that uses questions that are developed from the answers to previous

questions

• Stress interview :

It is an interview designed to create anxiety on an applicant to see how the person

responds.

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Background investigation

Background references can be obtained from several sources:

• Employment verification

• Criminal records check

• Drug screen

• Education verification

• Reference check

• Professional licenses / certifications

• Motor vehicle record

• Credit history

• Integrity test

Medical examination and queries

Medical information of applicants may be used to determine the individual’s physical and

mental capability for performing jobs

Making the job offers

The final step of the selection process is making the job offer.

Often extended over the phone, many job offers are formalized in letters and sent to

applicants

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Recruitment and selection process of Airtel

1. Manpower budget creation: This is the first stage of the recruitment process in

which unit HR head of upper north circle of Airtel does manpower budgeting in the

annual operating plan. The budgeted manpower is defined in terms of bands, levels

and numbers.

Different bands are:

o Band F: Executive, Senior Executive

o Band B1: Assistant Manager, Manager

o Band B2: Senior Manager, DGM

o Band B3: General Manager

o Band S (Sales): S1, S2, S3, S4

Whereby, S1 is Officer, S2 is Senior Officer, S3 is Lead Officer, S4 is Senior Lead

Officer

The budgeted manpower and organization structures are provided to respective unit TA

by the unit HR

2. Raising manpower requisition form: Line Manager Raises requisition for a vacancy

through online MRF (Manpower Requisition Form). MRF would be considered as

closed only when all stakeholders have approved it.

For Band 3/EC positions, Unit TA responsibility to be held by Airtel Centre

Recruitment Factory Head (ACRF)

3. Availability of identified successor: In case a successor is already identified for the

position, unit TA to get the interview done with relevant stakeholders before raising

the vacancy on I Rec. In case found suitable, position to be closed with the candidate

by giving him a movement letter. In case no successor is identified, or the identified

successor is not found suitable for the position, the vacancy to be uploaded on I rec.

Even if a successor is identified for a position, the MRF has to be approved by all

stakeholders and no vacancy is created on I rec.

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IJP eligibility criteria to apply for the movement of successors. Unit TA to check the

eligibility criteria before closing positions with an identified successor.

For Band 3/EC positions, Unit TA responsibility to be held by Airtel Centre

Recruitment Factory Head (ACRF)

4. Vacancy creation on I rec: Activ TA team to take a dump of all the approved MRFs

Twice a day and create the vacancy on I Rec. As per the IJP policy, all positions to

remain open for applications for minimum 7 and a maximum of 26 working days.

5. Sourcing applicants: The next step after creating vacancy is sourcing applicants.

Internal Candidates: Employees apply on the vacancy through I Rec.

External Candidates: Activ TA to do sourcing from Bharti website, job portals

and other internet based searches.

a) Bharti website: Activ to source relevant profiles from all profiles that exist on

Bharti Website

b) Job Portals: Activ to source relevant profiles from portals

c) Employee Referrals: Unit/Central TA to encourage referrals from employees and

have these applicant(s) applies on the desired profile.

d) Consultants: Unit TA to identify the consultants to whom a particular vacancy has

to be given. Unit TA to interact with the consultants for the profiles shared.

e) Other Sources: Activ to source profiles from all other sources

For Band 3/EC positions, above steps to be done by ACRF

6. Screening applicant level 1: This is the first stage where screening of CV’s is done.

Internal Candidates:

o Activ TA does the eligibility check on the basis on Internal Resourcing Policy

o Activ TA to update the status from Activ Application to Activ Select/Reject as

the case may be.

External Candidates:

o Bharti website: Activ to screen all profiles received on Bharti website for a

particular vacancy. Activ TA to update the status from Activ Application to

Activ Select/Reject as the case may be.Page | 27

o Job Portals: Activ to screen all profiles received on job portals for a particular

vacancy. Activ TA to update the status from Activ Application to Activ

Select/Reject as the case may be.

o Employee Referrals: Unit TA to screen the applicants who have applied

through employee/ex employee referrals. Unit TA to update the status from

Activ Application to Activ Select/Reject as the case may be

o Consultants: Unit TA to screen the applicants that consultants have provided

for a particular vacancy. Unit TA to update the status from Activ Application

to Activ Select/Reject as the case may be.

o Other Sources: Activ to screen profiles from all other sources. Activ to update

the status of applicants from Activ application to Activ Select/Reject, as the

case maybe. For ex-employees, selection is based on Employee Rehire Policy.


7. Screening applicant level 2: For all profiles that Activ has screened, level 2

screening would be done by unit TA. “Activ Select” gets highlighted for unit TA for

further short-listing. Unit TA can reject applicants, if required. For all profiles that

Unit TA has screened, level 2 screening would be done by line manager. “Activ

Select” gets highlighted for line manager for further short-listing. Line Manager

provides the list of short-listed applicants to unit TA, along with the interview

schedule.

8. Screening applicants level 3: This would be applicable for only those profiles that

Activ has sourced & screened. “Activ Select” would get highlighted for line manager

for further short-listing. Line Manager provides the list of short-listed applicants to

unit TA, along with the interview schedule

9. Administering Selection tools: In this step one of the tool for selection named OPQ

(Occupation personality questionnaire) is used.

External Candidates: For all Band 2 and above positions, Unit TA to send OPQ

link to short-listed candidates before the interview round. Unit TA to share the

OPQ report with the line manager and subsequent interviewers before the

interview. OPQ results to be used by the interviewer while assessing candidates.

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For RSO hiring in Band S of Mobile services, RSO filtering tool shall be used as a

selection tool.

An ability test is conducted where by numerical, analytical and verbal questions are

asked. Candidates have to access the following site in order to take the test.

www.merittrac.com

Candidates scoring 50 or more than 50 marks are selected for further process.

Internal Candidates: For all Band 2 and above positions, hiring unit TA to check

from the current unit of the applicant for the availability of applicant’s OPQ.

Hiring unit to use the existing OPQ report (if the report is less than a year old). In

case of non-existence of an OPQ report or if the OPQ report is more than 12

months old, hiring unit TA to send OPQ link to the candidate.

Unit TA to share the OPQ report with the line manager and subsequent

interviewers before the interview. OPQ results to be used by the interviewer while

assessing candidates. In case the candidate gets rejected after the interview, hiring

unit to send the OPQ report to the current Unit HR.


10. Formal Interview: Unit TA to schedule interviews of short-listed candidate(s) as per

the schedule provided by line manager.. Any mode of conducting interview can be

followed: face to face, video conferencing, phone call etc. This would depend on the

availability of the interviewer and candidate and whether the candidate is

internal/external/ out-stationed/in-stationed. Competency Based Interview (CBI)

technique has to be followed for Band 1 and above positions at least once in the entire

interview round(s). CBI to be done either by the HR person or line manager.

There are three rounds of interview:

• Initial HR round: In this, HR manager conducts interviews of those selected.

General questions relating to past work experience, salary received etc. are asked

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http://www.merittrac.com/

• Functional round: Those who are selected for this round faces the functional

manager .questions relating to knowledge, skill and ability etc. are asked

• Final HR round: This Interview is conducted by the HR manager. The candidate is

told as to when he can join. Salary negotiation is also done at this stage.

Interview feedback to be captured in the interview Assessment sheet by the

interviewers.


11. Selection Process: Basis the interview result, Unit TA updates the status on I Rec and

proceeds with the selection process.


12. Issuance of Offer cum Appointment Letter / IJP Letter: Unit TA to update the

status on I Rec as “offer” and choose the relevant offer cum appointment letter or

internal transfer letter from I Rec. The date of joining on the letter to be based on the

discussion with Line manager and candidate.


13. Background Verification Process: Background verification to be done for all

external candidates. Along with the offer cum appointment letter, candidate gets a

Candidate Information Sheet (CIS). Candidate to fill the CIS sheet giving all details.

Activ TA to take a report every morning and get the dump of all offers that were

accepted by applicants the previous day and the joining of previous day. Activ TA to

allot the cases to BVC vendor(s). BVC vendor to call up the candidate and get CIS

and other relevant documents. BVC vendor to send interim and final report to Activ

TA, as per the timelines defined in the agreement.

ActivTA to share the only the red/amber report with hiring unit TA. If the report is

negative, hiring TA to withdraw the offer if the candidate has not joined. If the

candidate has already joined, necessary disciplinary action to be done. Hiring TA to

inform line manager and consultant, if the candidate was through the consultant if the

report is negative.

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14. Candidate Joining: The unit TA ensures that the candidate joins. If the candidate

does not join, end application is done on I Rec and the Unit TA commences sourcing

afresh or the backup candidate is offered. On the day of joining/on the day of transfer,

unit TA to update the status on Oracle as “Hire Applicant”.


15. Updation on Oracle HRMS: External/Internal Hires: On the day of joining or

effective date of movement, the unit TA to send defined data in a prescribed format to

oracle HRMS Activ team for payroll attachment.


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RESEARCH METHODOLOGY

RESEARCH DESIGN

A Research Design is the framework or plan for a study which is used as a

guide in collecting and analyzing the data collected. It is the blue print that is followed in

completing the study. The basic objective of research cannot be attained without a proper

research design. It specifies the methods and procedures for acquiring the information needed

to conduct the research effectively. It is the overall operational pattern of the project that

stipulates what information needs to be collected, from which sources and by what methods.

OBJECTIVES OF THE STUDY

To understand the concepts of competency mapping

To analyze how it helps in recruitment & selection process.

To know about the Recruitment and Selection procedure in general.

To analyze the process of recruitment in the organization.

To analyze the limitations of their recruitment process, if any.

To understand the constraints on recruitment, if any.

To analyze the selection procedure and its limitation, if any.

METHODOLOGY

Theoretical Study was attempted.

The relevant data was collected from both primary sources and secondary sources. The

starting point of my information gathering has been the secondary sources such as data

available with the company.

First, we made a study of the content of the training program and then interacted with some

of the Sales Managers already working for the company and took a feedback on the Launch

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Pad training. I also interacted with some of the Trainers already working for the company and

took a feedback on how the training was conducted.

The scope of Level1 was all the regions of DPLI.

Collection and compilation of feedback from secondary data available with DPLI for the

first level i.e. Reaction Stage .Data was collected by the Training department when training

actually happened (about quality of the content of the training material and its effectiveness,

the trainer‘s skills, Infrastructure) (see annexure1).

DATA COLLECTION

Type of data collected

There are two types of data used. They are primary and secondary data. Primary data

is defined as data that is collected from original sources for a specific purpose. Secondary

data is data collected from indirect sources. (Source: Research Methodology, By C. R.

Kothari)

PRIMARY SOURCES

These include the survey or questionnaire method, telephonic interview as well as the

personal interview methods of data collection.

SECONDARY SOURCES

These include books, the internet, company brochures, product brochures, the

company website, competitor’s websites etc., newspaper articles etc.

SAMPLING

Sampling refers to the method of selecting a sample from a given universe with a

view to draw conclusions about that universe. A sample is a representative of the universe

selected for study.

SAMPLE SIZE

The sample size for the survey conducted was 100 respondents. Data universe for

this sample is 10,00,000 which is approx population of Panchkula excluding people below

age of 18 years.

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SAMPLING TECHNIQUE

Random sampling technique was used in the survey conducted.

PLAN OF ANALYSIS

Tables were used for the analysis of the collected data. The data is also neatly

presented with the help of statistical tools such as graphs

and pie charts. Percentages and averages have also been used to represent data clearly and

effectively.

STUDY AREA

The samples referred to were residing in Panchkula City.

Limitations of the study

Time constraints: To make the analysis, the period of 14 weeks is given. It may take

more time to make the analysis.

Personal observation: It may be difficult to make analysis through personal

observation as the actual recruitment and selection procedure may not be followed at

the time when it’s actually required.

Secondary Data: The study is based on the secondary data collected from various

sources;

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ANALYSIS AND INTERPRETATION

1. How many people are aware of BHARTI AIRTEL LTD.?

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FINDING AND SUGGESTIONS

Internal recruitment: Out of five effective internal recruitment methods i.e.

Organizational databases

Job posting system

Promotion and transfers

Current employee referrals

Re-recruiting former employees

Only four are followed leaving re-recruiting former employees and applicants.

Suggestion- Airtel can fill vacancies by re-recruiting former employees and applicants. Both

cases offer a time-saving advantage, because something is already known about the potential

employees. Known as re-recruiting because the individuals previously were successfully

recruited. Former employees are considered an internal source in the sense that they have ties

to the employer and may be called “boomer angers” because they left and came back.

Individuals who left fr other jobs might be willing to return because the other job and

employers turned out to be ss attractive than initially thought for example: Accenture, a

consulting firm, was able to attract more than 100 people who had left in the prior two years

by contacting them and offering them “loyalty grants”. Firms such as Accenture, Microsoft,

and others also have established “alumni reunions” to keep in touch with individuals who

have left, which also allows the firm to re-recruit individuals as appropriate openings arise.

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Those who have previously applied for jobs can be re contacted, which can be quick and

inexpensive way to fill an unexpected opening.

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E-recruiting methods: There are three effective methods of internet recruiting. These

are:

Job boards

Professional/career web sites

Employer web sites

Of which only two are used but Airtel leaving professional/career web sites.

Suggestion- Though Airtel find general job boards useful for generating applicant responses

but the fact is that many individuals accessing the sites are: “job lookers” who are not serious

about changing jobs, but checking out compensation levels and what job availability exists in

their areas of interest. One estimate is that about one-third of all visitors to the job boards are

just browsing, not seriously considering changing employment. Also, a recruiter for a firm

can pretend to be an applicant in order to check out what other employers are looking for in

similar job candidates and competitor compensation information in order to maintain

recruiting competitiveness. Instead, Airtel can go for professional/career web sites. These are

professional associations who have employment sections at their web sites .As illustration,

for HR jobs see www.shrm.org or www.astd.org. using these more targeted web sites limits

somewhat the recruiters’ search time and efforts. Also, posting jobs on such web sites is

likely to target applicants specifically interested in the job field and may reduce the number

of less-qualified applicants who actually apply.

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http://www.astd.org/

http://www.shrm.org/

External recruitment: out of four effective methods of external recruitment i.e.

College and university recruiting

Employment agencies and search firms

Media sources

Job fairs and special events

Only two are followed by Airtel leaving college recruiting and job fairs.

Suggestion- At the college or university level,the recruitment of students by AIRTEL can be

a significant source for entry-level professional and technical employees. the major

determinants that can affect Airtel’s selection of colleges and universities at which to conduct

interviews are:

Current and anticipated job openings

College reputation

Experiences with placement offices and previous graduates

Organizational budget constraints

Cost of available talent and typical salaries

Market competition

College recruiting can be expensive; therefore, an organization should determine if the jobs it

is trying to fill really require persons with college degrees. A great many jobs do not; yet

many employers insist on filling them with college graduates. The result may be employees

who must be paid more and who are likely to leave if the jobs are not sufficiently

challenging.

Also, if needing to fill a large number of jobs quickly Airtel can use job fairs and special

recruiting events. Job fairs have been held by economic development entities, employer

associations, HR associations, and other community groups in order to assist bringing

employers and potential job candidates together..for instance, to fill jobs in one metropolitan

area the local SHRM chapter annually sponsors a job fair at which 75-125 employers can

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meet applicants. Publicity in the city draws more than 1000 potential recruits. For instance,

“drive-through” job fairs at shopping malls have been used by employers in a number of

communities. At one such job fair, interested persons can drive up to a tent outside the mall

and pick up applications from a “menu board” of employers, then interview in the tent with

recruiters if time allows.

In the recruitment process of Airtel, Activ TA is involved in the following activities:

Vacancy creation on I rec.

Sourcing applicants

Screening applicants at level 1

Background verification process

While in all other main activities, unit TA and line managers are involved.

Suggestion- In order to save cost and time, Activ TA can be kept for back end operations

like external sourcing of applicants, sending CV’s to unit TA, etc. For all other activities

UnitTA can be made responsible like creating vacancy on I rec, screening applicants and

reporting to line managers, background verification process etc.

This will help reducing time in a way that screening of applicants which is done at three

levels can be done only at two levels:

Screening level 1: in which screening is done by Unit TA.

Screening level 2: in which screening is done by line manager.

Also, Active TA should be responsible for external sourcing while all internal sourcing can

be done by unit TA. This will again lead to reduction in time in case there is internal suitable

candidate available for the job, .in that situation no external sourcing need to be done and

faster recruitment process takes place.

One of the factor for which every employee is paid in an organization is the amount of work

assigned. When the amount of work and responsibilities gets reduced, it will help Airtel in

cost reduction in a way that now it has to pay lesser to Active TA than what it was paying

before.

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Out of both internal and external sourcing, Airtel gives more preference to external

sourcing i.e.75% sourcing is done through external sources and 25% by internal

sources.

Suggestion- Undoubtedly, external method of sourcing has its own advantages like:

Fresh insights: People from outside will help the organization in bringing new

ideas. The persons will have experience in other concerns will be able to

suggest new things and methods.

Competitive position: Persons from outside will the organization in

competitive position.

Diversity: There will be diversity of skills from present employees.

Wider choice: Wider choice will be there for an organization esp. when the

requirement is high.

But one method can’t be given more preference over to another.

Internal method offers its own benefits like:

Economical: The method is economical. The cost incurred in selecting a person is

saved.

Lesser training required: Internal candidates require comparatively lesser

training since they are well acquainted with various jobs in an organization

Improves morale: internal sourcing will help improve morale of employees.

They are more likely to switch jobs in case outsiders are given more preference.

Preferring them over outsiders will assure them of higher positions whenever

vacancies arise. Outsiders can be employed when suitable candidates are not

available from within.

Proper evaluation: the management is in a better position to evaluate the

performance of existing employees before considering them for higher positions.

an outsider employed just oh the basis of an interview may not prove suitable later

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on. The service records of existing employees will be a guide to study their

suitability for ensuring vacancies.

There are three rounds of interview takes place i.e.

HR round: It is conducted by the HR manager. Various questions asked are

education, family background, work experience, hobbies, extracurricular activities

etc

Functional round: it is conducted by the line manager. Type of questions asked

are: strengths and weaknesses, why he should be hired, what is the most creative

work-related idea he have had, what he has done that shows initiative. Basically

his KSA’s are tested.

Final HR round: It is conducted but the HR manager. In this, the manager has to

inform the candidate about when he can join salary negotiability etc.

Suggestion - Instead of three rounds of interview, only one round can be conducted, both by

HR manager and line manger at the same time. In this way, the long process of selection can

be shortened and it will save lot of time of company officials and of the applicants.

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CONCLUSION

Recruitment and selection process are important aspects in staffing and the

decisions regarding them have to be taken keeping in view the fit between the

employee and the organization. The organization has to decide whether to hire

temporary or permanent employees or recruit from the internal workforce or select

through external sources. Interview is one of the most important selection methods.

In the modern day selection methods, situational and behavior description

interviewing are gaining importance. The core concepts in staffing include matching

individual needs with organizational needs, the importance of staffing as a process,

the importance of organizational and job analysis, the person- job fit for an

organization and the growing emphasis on person- organization fit.

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surpreet final

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