Chapter1

Introduction

1
 Introduction to the Topic

Recruitmentrefers to the process of attracting, screening, selecting, and onboarding

a qualified person for a job. At the strategic level it may involve the development of
an employer brand which includes an 'employee offering.The stages of the
recruitment process include: job analysis and developing a person specification; the
sourcing of candidates by networking, advertising, or other search methods;
matching candidates to job requirements and screening individuals using testing
(skills or personality assessment); assessment of candidates' motivations and their fit
with organisational requirements by interviewing and other assessment techniques.
The recruitment process also includes the making and finalising of job offers and the
induction and onboarding of new employees.Depending on the size and culture of
the organisation recruitment may be undertaken in-house by managers, human
resource generalists and / or recruitment specialists. Alternatively parts of all of the
process might be undertaken by either public sector employment agencies, or
commercial recruitment agencies, or specialist search consultancies.

RECRUITMENT PROCESS

Job analysis

In situations such as where one or more new jobs are to be created and recruited to
for the first time, a job analysis and/or in some cases a task analysis might be
undertaken to document the actual or intended requirements of the job. From these
the relevant information is captured in such documents as job descriptions and job
specifications. Often a company will already have job descriptions that represent a
historical collection of tasks performed. Where already drawn up, these documents
need to be reviewed or updated to reflect present day requirements. Prior to

2
initiating the recruitment stages a person specification should be finalised to provide
the recruiters commissioned with the requirements and objectives of the project.

Sourcing

Sourcing is the use of one or more strategies to attract or identify candidates to fill
job vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centres, or in a variety of
ways via the internet. Alternatively, employers may use recruitment consultancies to
find otherwise scarce candidates who may be content in their current positions and
are not actively looking to move companies may be proactively identified. This
initial research for so-called passive candidates, also called name generation, results
in a contact information of potential candidates who can then be contacted discreetly
to be screened and approached.

Screening and selection

Suitability for a job is typically assessed by looking for

relevant skills, knowledge, aptitude, qualifications and educational or job related
experience. These can be determined via: screeningrsums (also known as
CVs); job applications; interviews. More proactive identification methods include
performance assessments, psychological, aptitude, numeracy and literacy testing.
Many recruiters and agencies use applicant tracking systems to perform the filtering
process, along with software tools for psychometric testing and performance based
assessment. Performance based assessment is a process to find out if job applicants
perform the responsibilities for which they are applying. In many countries,
employers are legally mandated to ensure their screening and selection processes
meet equal opportunity and ethical standards.

In addition to the above selection assessment criteria, employers are likely to

recognise the value of candidates who also have the so-called 'soft skills', such as

3
interpersonal or team leadership and have the ability to reinforce the company brand
through their behaviour in front of customers and suppliers. Multinational
organisations and those that recruit from a range of nationalities are also concerned
candidates will fit into the prevailing company 'culture'

Lateral hiring

"Lateral hiring" refers to a form of recruiting; the term is used with two different,
almost opposite meanings. In one meaning, the hiring organization targets
employees of another, similar organization, possibly luring them with a better salary
and the promise of better career opportunities. An example is the recruiting of a
partner of a law firm by another law firm. The new lateral hire then has specific
applicable expertise and can make a running start in the new job. In some
professional branches such lateral hiring was traditionally frowned upon, but the
practice has become increasingly more common. An employee's contract may have
a non-compete clause preventing such lateral hiring.

In another meaning, a lateral hire is a newly hired employee who has no prior
specific applicable expertise for the new job, and for whom this job move is a
radical change of career. An example is the recruiting of a university professor to
become chairman of the board of a company.

Onboarding

"Onboarding" is a term which describes the process of helping new employees

become productive members of an organization. A well-planned introduction helps
new employees become fully operational quickly and is often integrated with a new
company and environment. Onboarding is included in the recruitment process for
retention purposes. Many companies have onboarding campaigns in hopes to retain
top talent that is new to the company; campaigns may last anywhere from 1 week to
6 months.

4
Recruitment Approaches
There are a variety of recruitment approaches and most organisations will utilise a
combination of two or more of these as part of a recruitment exercise or to deliver
their overall recruitment strategy. In summary five basic models more commonly
found are:-

An in-house personnel or human resources function may in some case still

conduct all stages of the recruitment process. In the smallest organisations
recruitment may be left to individual managers. More frequently whilst
managing the overall recruitment exercise and the decision-making at the final
stages of the selection process external service providers may undertake the
more specialised aspects of the recruitment process.

Outsourcing of recruitment to an external provider may be the solution for

some small businesses and at the other extreme very large organisations

Employment agencies are established as both publicly funded services and as

commercial private sector operations. Services may support permanent,
temporary, or casual worker recruitment. They may be generic agencies that deal
with providing unskilled workers through to highly skilled managerial or
technical staff or so-called niche agencies that specialize in a particular
industrial sector or professional group.

Executive search firms for executive and professional positions. These firms
operate across a range of models such as contingency or retained approaches and
also hybrid models where advertising is also used to ensure a flow of candidates
alongside relying on networking as their main source of candidates.

Internet recruitment services including recruitment websites and job search

engines used to gather as many candidates as possible by advertising a position
over a wide geographic area. In addition social network sourced recruitment has
emerged as a major method of sourcing candidates.
In-house recruitment

5
Many employers undertake at least some if not most of their own in-house
recruitment, using their human resources department, front-line hiring managers and
recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise
job vacancies on their own websites and other job boards, coordinate internal
employee referrals, target and headhunt external candidates (much like an external
agency or search firm), work with external associations, trade groups and/or focus
on campus graduate recruitment. Some large employers choose to outsource all or
some of their recruitment process (recruitment process outsourcing) however a much
more common approach is for employers to introduce referral schemes where
employees are encouraged to source new staff from within their own network.

Internal recruiters

An internal recruiter (alternatively in-house recruiter or corporate recruiter) is

member of a company or organization and typically works in the human
resources (HR) department. Internal recruiters may be multi-functional, serving in
an HR generalist role or in a specific role focusing all their time on recruiting.
Activities vary from firm to firm but may include, screening CVs orrsums,
conducting aptitude or psychological testing, interviewing,
undertaking reference and background checks, hiring; administering contracts,
advising candidates on benefits, onboardingnew recruits and conducting
exit interviews with employees leaving the organisation. They can be permanent
employees or hired as contractors for this purpose. Contract recruiters tend to move
around between multiple companies, working at each one for a short stint as needed
for specific hiring purposes. The responsibility is to filter candidates as per the
requirements of each client.

Employee referral

An employee referral program is a system where existing employees recommend

prospective candidates for the job offered, and if the suggested candidate is hired,
the employee who referred receives a cash bonus.

6
In some cases the organization provides the employee referral bonus only if the
referred employee stays with the organization for stipulated time duration (most
cases 3 6 months). Referral bonus depends on the grade of the referred employee,
higher the grade higher the bonus however the method is not used for senior level
hiring.

Outsourcing

An external recruitment provider may suit small organisations without the facilities
to recruit. In typically the largest organisations a formal contract for services has
been negotiated with a specialist recruitment consultancy. These are known in the
industry as Recruitment Process Outsourcing. Recruitment process outsourcing may
involve strategic consulting for talent acquisition, sourcing for select departments or
skills, or total outsourcing of the recruiting function.

Employment agencies

Employment agencies operate in both the public and private sectors. Publicly funded
services have a long history, often having been introduced to mitigate the impact on
unemployment of economic downturns, such as those which form part of the New
Deal program in the US, and the Job Centre Plus service in the UK.

The commercial recruitment industry is based on the goal of providing a candidate

to a client for a price. At one end of the spectrum there are agencies that are paid
only if they deliver a candidate that successfully stays with the client beyond the
agreed probationary period. On the other end of the spectrum there are agencies that
are paid a retainer to focus on a client's needs and achieve milestones in the search
for the right candidate, and then again are paid a percentage of the candidate's salary
when a candidate is placed and stays with the organization beyond the probationary
period.

7
The agency recruitment industry is highly competitive, therefore agencies have
sought out ways to differentiate themselves and add value by focusing on some area
of the recruitment life cycle. Though most agencies provide a broader range of
service offering, at the two extremes are the traditional providers and the niche
operators.

Traditional agency

Also known as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agencys books. Recruitment consultants
then work to match their pool of candidates to their clients' open positions. Suitable
candidates are short-listed and put forward for an interview with potential employers
on a contract or direct basis.

Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of
their focus, these firms can very often produce superior results due to their ability to
channel all of their resources into networking for a very specific skill set. This
specialization in staffing allows them to offer more jobs for their specific
demographic which in turn attracts more specialized candidates from that specific
demographic over time building large proprietary databases. These niche firms tend
to be more focused on building ongoing relationships with their candidates as is very
common the same candidates are placed many times throughout their careers. Online
resources have developed to help find niche recruiters. Niche firms also develop
knowledge on specific employment trends within their industry of focus (e.g. the
energy industry) and are able to identify demographic shifts such as aging and its
impact on the industry.[7]

Financial arrangements operated by agencies take several forms, the most popular
are:

A contingency fee paid by the company when an agency introduced

candidate accepts a job with the client company. Typical fees range from 15% to

8
 25% based on the candidates first-year base salary (fees as low as 12.5% can be
found online). This type of recruitment usually has a rebate guarantee should the
candidate fail to perform or leave within a set period of time (often up to a 3-
month period and as much as a 100% rebate).

An advance payment that serves as a retainer, also paid by the company, non-
refundable paid in full depending on outcome and success (e.g. 40% up front,
30% in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters

Hourly charge for temporary workers and projects. A pre-negotiated hourly

fee, in which the agency is paid and pays the applicant as a consultant for
services as a third party. Many contracts allow a consultant to transition to a full-
time status upon completion of a certain number of hours with or without a
conversion fee.
Executive search firms ("Headhunters")

For more details on this topic, see executive search .

An executive search firm or "headhunter" are industry terms for a third-party

recruiters who seeks out candidates often when normal recruitment efforts have
failed. Headhunters are generally considered more aggressive than in-house
recruiters or may have pre-existing industry experience and contacts. They may use
advanced sales techniques. They may also purchase expensive lists of names and job
titles but more often will generate their own lists. They may arrange a meeting or a
formal interview between their client and the candidate and will usually prepare the
candidate for the interview, help negotiate the salary and conduct closure to the
search. They are frequently members in good standing of industry trade groups and
associations. Headhunters will often attend trade shows and other meetings
nationally or even internationally that may be attended by potential candidates and
hiring managers.

Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidates annual compensation).
Due to their higher costs, headhunters are usually employed to fill senior

9
management and executive level roles. Headhunters are also used to recruit very
specialized individuals; for example, in some fields, such as emerging scientific
research areas, there may only be a handful of top-level professionals who are active
in the field. In this case, since there are so few qualified candidates, it makes more
sense to directly recruit them one-by-one, rather than advertise internationally for
candidates. While in-house recruiters tend to attract candidates for specific jobs,
headhunters will attract both candidates and actively seek them out as well. To do so,
they may network, cultivate relationships with various companies, maintain large
databases, purchase company directories or candidate lists and cold call prospective
recruits.

Headhunters are increasingly using social media to find and research candidates.
This approach is often called social recruiting.

Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world able to combine
the research aspects (discovering passive candidates) of recruiting and combine
them with the ability to make hires for their clients. These firms provide competitive
passive candidate intelligence to support companies' recruiting efforts. Normally
they will generate varying degrees of candidate information from those people
currently engaged in the position a company is looking to fill. These firms usually
charge a daily rate or fixed fee. Executive research can help companies uncover
names that cannot be found through traditional recruitment methods and will allow
internal recruitment and resourcing managers more time to deal with face to face
interviews.

10
 Internet recruitment services

Recruitment websites

Such sites have two main features: job boards and a resume/curriculum vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a rsum to be included in searches by member companies.
Fees are charged for job postings and access to search resumes. Since the late 1990s,
the recruitment website has evolved to encompass end-to-end recruitment. Websites
capture candidate details and then pool them in client accessed candidate
management interfaces (also online). Key players in this sector provide e-
recruitment software and services to organizations of all sizes and within numerous
industry sectors, who want to e-enable entirely or partly their recruitment process in
order to improve business performance.

The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal
amount of administration. Online recruitment websites can be very helpful to find
candidates that are very actively looking for work and post their resumes online, but
they will not attract the "passive" candidates who might respond favorably to an
opportunity that is presented to them through other means. Also, some candidates
who are actively looking to change jobs are hesitant to put their resumes on the job
boards, for fear that their companies, co-workers, customers or others might see their
resumes.

Job search engines

The emergence of meta-search engines allows job-seekers to search across multiple

websites. Some of these new search engines index and list the advertisements of

11
traditional job boards. These sites tend to aim for providing a "one-stop shop" for
job-seekers. However, there are many other job search engines which index solely
from employers' websites, choosing to bypass traditional job boards entirely.
These vertical search engines allow job-seekers to find new positions that may not
be advertised on traditional job boards, and online recruitment websites.

Recruitment Agency Directories

With the emergence of the Internet, also came the functionality to provide
recruitment agencies with a low-cost alternative to advertising. Unlike a standard
directory, these niche directories have helped those searching for employment
representation, a way to narrow down their requirements based on their own job-
searching requirements. Recruitment agencies are then able to showcase their
services directly to those looking.

TALENT ACQUISITION

Talent acquisition is the targeted recruitment/acquisition of high performing teams

for example; in sales management or financial traders into a company from a
competitor or similar type of organisation. Organisations requiring external
recruitment or head-hunting firms are now employing "talent acquisition" specialists
whose job it is to identify, approach and recruit top performing teams from
competitors. This role is a highly specialised role akin to that of a traditional
recruiter/headhunter specialist but carrying greater visibility and strategic
importance to a business. In many cases the talent acquisition person is linked
directly to a company's executive management, given the potential positive impact a
company can benefit from by getting high performing sales people into the business,
whilst removing the same performing sales people from competitors.

12
 OBJECTIVE OF THE STUDY

The main objective of our study is to insure the quality of companys selection and
recruitment process. Along with we consider the following point as a object during
our studies:

1. To know companys sources of Recruitment.

2. To know about the policy and procedures of recruitment process.

3. To know the managerial satisfaction level about recruitment and

selection procedure.

4. To identify the probable area of improvement to make recruitment

and selection procedures and more effective.

5. To critically analyze the functioning of recruitment and selection

procedures.

13
 LITERATURE REVIEW

The scope of my project on Recruitment and Selection Process in

BHARTI AIRTEL is to provide a framework which will assist manager
to ensure that the company attracts, selects and retains the most suitable
candidates by using the most appropriate efficient, fair, open and
effective methods. Our study commited to achieving equal opportunities
is clearly defined throughout the recruitment and selection procedure.

Recruitmentrefers to the process of attracting, screening, selecting, and onboarding

a qualified person for a job. At the strategic level it may involve the development of
an employer brand which includes an 'employee offering.The stages of the
recruitment process include: job analysis and developing a person specification; the

14
sourcing of candidates by networking, advertising, or other search methods;
matching candidates to job requirements and screening individuals using testing
(skills or personality assessment); assessment of candidates' motivations and their fit
with organisational requirements by interviewing and other assessment techniques.

In situations such as where one or more new jobs are to be created and recruited to
for the first time, a job analysis and/or in some cases a task analysis might be
undertaken to document the actual or intended requirements of the job. From these
the relevant information is captured in such documents as job descriptions and job
specifications.

Sourcing is the use of one or more strategies to attract or identify candidates to fill
job vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centres, or in a variety of
ways via the internet. Alternatively, employers may use recruitment consultancies to
find otherwise scarce candidates who may be content in their current positions and
are not actively looking to move companies may be proactively identified. This
initial research for so-called passive candidates, also called name generation, results
in a contact information of potential candidates who can then be contacted discreetly
to be screened and approached

Suitability for a job is typically assessed by looking for

relevant skills, knowledge, aptitude, qualifications and educational or job related
experience. These can be determined via: screeningrsums (also known as
CVs); job applications; interviews. More proactive identification methods include
performance assessments, psychological, aptitude, numeracy and literacy testing.
Many recruiters and agencies use applicant tracking systems to perform the filtering
process, along with software tools for psychometric testing and performance based
assessment. Performance based assessment is a process to find out if job applicants
perform the responsibilities for which they are applying. In many countries,
employers are legally mandated to ensure their screening and selection processes
meet equal opportunity and ethical standards.

15
"Lateral hiring" refers to a form of recruiting; the term is used with two different,
almost opposite meanings. In one meaning, the hiring organization targets
employees of another, similar organization, possibly luring them with a better salary
and the promise of better career opportunities. An example is the recruiting of a
partner of a law firm by another law firm.

In another meaning, a lateral hire is a newly hired employee who has no prior
specific applicable expertise for the new job, and for whom this job move is a
radical change of career. An example is the recruiting of a university professor to
become chairman of the board of a company.

"Onboarding" is a term which describes the process of helping new employees

become productive members of an organization. A well-planned introduction helps
new employees become fully operational quickly and is often integrated with a new
company and environment. Onboarding is included in the recruitment process for
retention purposes..

Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of
their focus, these firms can very often produce superior results due to their ability to
channel all of their resources into networking for a very specific skill set. This
specialization in staffing allows them to offer more jobs for their specific
demographic which in turn attracts more specialized candidates from that specific
demographic over time building large proprietary databases. These niche firms tend
to be more focused on building ongoing relationships with their candidates as is very
common the same candidates are placed many times throughout their careers. Online
resources have developed to help find niche recruiters. Niche firms also develop
knowledge on specific employment trends within their industry of focus (e.g. the
energy industry) and are able to identify demographic shifts such as aging and its
impact on the industry.[7]

Financial arrangements operated by agencies take several forms, the most popular
are:

16
 A contingency fee paid by the company when an agency introduced
candidate accepts a job with the client company. Typical fees range from 15% to
25% based on the candidates first-year base salary (fees as low as 12.5% can be
found online). This type of recruitment usually has a rebate guarantee should the
candidate fail to perform or leave within a set period of time (often up to a 3-
month period and as much as a 100% rebate).

An advance payment that serves as a retainer, also paid by the company, non-
refundable paid in full depending on outcome and success (e.g. 40% up front,
30% in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters

Hourly charge for temporary workers and projects. A pre-negotiated hourly

fee, in which the agency is paid and pays the applicant as a consultant for
services as a third party. Many contracts allow a consultant to transition to a full-
time status upon completion of a certain number of hours with or without a
conversion fee.
Executive search firms ("Headhunters")

For more details on this topic, see executive search .

An executive search firm or "headhunter" are industry terms for a third-party

recruiters who seeks out candidates often when normal recruitment efforts have
failed. Headhunters are generally considered more aggressive than in-house
recruiters or may have pre-existing industry experience and contacts. They may use
advanced sales techniques. They may also purchase expensive lists of names and job
titles but more often will generate their own lists. They may arrange a meeting or a
formal interview between their client and the candidate and will usually prepare the
candidate for the interview, help negotiate the salary and conduct closure to the
search. They are frequently members in good standing of industry trade groups and
associations. Headhunters will often attend trade shows and other meetings
nationally or even internationally that may be attended by potential candidates and
hiring managers.

17
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidates annual compensation).
Due to their higher costs, headhunters are usually employed to fill senior
management and executive level roles. Headhunters are also used to recruit very
specialized individuals; for example, in some fields, such as emerging scientific
research areas, there may only be a handful of top-level professionals who are active
in the field. In this case, since there are so few qualified candidates, it makes more
sense to directly recruit them one-by-one, rather than advertise internationally for
candidates. While in-house recruiters tend to attract candidates for specific jobs,
headhunters will attract both candidates and actively seek them out as well. To do so,
they may network, cultivate relationships with various companies, maintain large
databases, purchase company directories or candidate lists and cold call prospective
recruits.

Headhunters are increasingly using social media to find and research candidates.
This approach is often called social recruiting.

Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world able to combine
the research aspects (discovering passive candidates) of recruiting and combine
them with the ability to make hires for their clients. These firms provide competitive
passive candidate intelligence to support companies' recruiting efforts. Normally
they will generate varying degrees of candidate information from those people
currently engaged in the position a company is looking to fill. These firms usually
charge a daily rate or fixed fee. Executive research can help companies uncover
names that cannot be found through traditional recruitment methods and will allow
internal recruitment and resourcing managers more time to deal with face to face
interviews.

Talent acquisition is the targeted recruitment/acquisition of high performing teams

for example; in sales management or financial traders into a company from a
competitor or similar type of organisation. Organisations requiring external
recruitment or head-hunting firms are now employing "talent acquisition" specialists

18
whose job it is to identify, approach and recruit top performing teams from
competitors.

CHAPTER - 2

COMPANY
PROFILE

19
Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group, has
a diverse business portfolio and has created global brands in the telecommunication sector.
Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with Wal-
Mart for the cash & carry business. It has successfully launched an international venture with EL
Rothschild Group to export fresh agri products exclusively to markets in Europe and USA and
has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world
leader in financial protection and wealth management.
BHARTI AIRTEL LTD started in July 7 1995.Its head quarters is at Delhi. In 1998 company
started their first land line operation. Airtel is the name of their brand. AIRTEL stands for
Affectionate, Interested, Respectful, Tolerant, Energetic and loving .Their logo is Think fresh
Deliver More. Their first company is Bharti Cellular Limited under the brand name of Airtel.
Another one is Bharti Tele Sonic Ltd under the brand name of India One. Then Bharti Tele Net Ltd
under the brand name of Touch Net. Another one is Bharti broad band Ltd under the brand name
of Manthra Online. The companies Bharti Telenet Ltd and Bharti Broadband Ltd combined
together and form Bharti Broadband and Teleservices Ltd. After sometime the companies Bharti
Telesonic Ltd and Bharti Broadband and Teleservices Ltd combined together and form Bharti
Infotel Ltd.

In 13th September 2004 all the four companies combined together and form Bharti AIRTEL Ltd.

20
Bharti Airtel is one of India's leading private sector providers of telecommunications services with
more than 79 million subscribers as of November 2008.

Bharti airtel limited is a leading global telecommunications company with operations in 19

countries across Asia and Africa. The company offers mobile voice & data services, fixed
line, high speed broadband, IPTV, DTH, turnkey telecom solutions for enterprises and
national & international long distance services to carriers. Bharti airtel has been ranked
among the six best performing technology companies in the world by business week. Bharti
airtel had 200 million customers across its operations.

21
Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven to
seize the day with an ambition to become the most admired telecom service provider
globally. Airtel, in just ten years of operations, rose to the pinnacle of achievement and
continues to lead.
As India's leading telecommunications company, Airtel brand has played the role of a major
catalyst in India's reforms, contributing to its economic resurgence.Today it touch people's
lives with their Mobile services, Telemedia services, to connecting India's leading 1000+
corporates. They also connect Indians living in USA, UK and Canada with their callhome
service.

Our Vision & Promise :

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."

Airtel comes to you from Bharti Airtel Limited, Indias largest integrated and the first private
telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its
inception has been at the forefront of technology and has steered the course of the telecom sector
in the country with its world class products and services. The businesses at Bharti Airtel have been
structured into three individual strategic business units (SBUs)

22
 1. Mobile Services
2. Airtel Tele media Services
3. Enterprise Services.

Airtel provides GSM mobile services in all the 22 telecom circles in India, Srilanka, Bangladesh
and now in 16 countries of Africa.Providestelemedia services (fixed line and broadband services
through DSL) in 87 cities in India. Provides an integrated suite of Enterprise solutions, in addition
to providing long distance connectivity both Nationally and Internationally. Airtel has won the
Most Preferred Cellular Service Provider Brand award at the CNBC Awaaz Consumer Awards in
Mumbai. This is 6th year in a row that airtel has won the award in this category. Businessworld
CSR award was instituted in 1999 to recognize exemplary responsible business practices by the
Indian industry.

Man Power Planning

Identification of
Vacancies

Sourcing of
Rejection of Candidates
Candidate

Screening of Profiles

Selection of
Candidate

Assessment test, Line

- Staff Manager
Interviews and Hr
23 Round
 Offer & Acceptance

Onboarding of the
New Hire

ORGANIZATION STRUCTURE

24
 INDUSTRY PROFILE

The Indian Telecommunications network is the third largest in the world and the
second largest among the emerging economies of Asia. Today, it is the fastest
growing market in the world. The telecommunication sector continued to register
significant success during the year and has emerged as one of the key sectors
responsible for Indias resurgent Indias economic growth. This rapid growth has
been possible due to various proactive and positive decisions of the Government and
contribution of both by the public and the private sector. The rapid strides in the
telecom sector have been facilitated by liberal policies of the Government that
provide easy market access for telecom equipment and a fair regulatory framework
for offering telecom services to the Indian consumers at affordable prices.

It has also undergone a substantial change in terms of mobile versus fixed phones
and public versus private participation. The preference for use of wireless phones
has also been predominant in the sector. Participation of the private entities in the
telecom sector is rapidly increasing rate there by presenting the enormous growth
opportunities. There is a clear distinction between theGlobal Satellite Mobile
Communication (GSM) and Code Division Multiple Access (CDMA)
technologies used and the graph below shows the divide between the two.

25
With increasing penetration of the wireless services, the wire line services in the
country is becoming stagnant. On the other hand, Broadband demand has picked up
and promises to stabilise fixed line growth. In terms of the Global System for
Mobile Communication (GSM) subscriber base this now places India third after
China and Russia. China had 401.7 million GSM subscribers CDMA technology
was introduced in India as a limited mobility solution.

The introduction of CDMA services has created competition, lowered tariffs and
offered many citizens access to communication services for the first time Internet
services were launched in India on August 15, 1995. In November 1998the
government opened up the sector to private operators. A liberal licensing regime was
put in place to increase Internet penetration across the country. The growth of IP
telephony or grey market is also a serious concern

Government loses revenue, while unlicensed operation by certain operators violates

the law and depletes licensed operators market share. New services like IP-TV and
IP-Telephony are becoming popular with the demand likely to increase in coming
years. The scope of services under existing ISP license conditions are unclear. Rising
demand for a wide range of telecom equipment, particularly in the area of mobile
telecommunication, has provided excellent opportunities to domestic and foreign
investors in the manufacturing sector.

The last two years saw many renowned telecom companies setting up their
manufacturing base in India. Ericsson has set up GSM Radio Base Station
Manufacturing facility in Jaipur. Elcoteq has set up handset manufacturing facilities
in Bangalore. Nokia set up its manufacturing plant in Chennai. LG Electronics set up
plant of manufacturing GSM mobile phones near Pune. The Government has already
set up Telecom Equipment and Services Export Promotion Forum and Telecom
Testing and Security Certification Centre (TETC). A large number of companies like
Alcatel, Cisco have also shown interest in setting up their R&D centers in India.

26
With above initiatives India is expected to be a manufacturing hub for the telecom
equipment.

OBJECTIVES

PRIMARY OBJECTIVE

To find the effectiveness of Recruitment and selection process in Bharthi

Airtel Limited

SECONDARY OBJECTIVE

27
 To know the recruitment policy.
To know the selection process and impact on job satisfication.
To identify the source through which candidate are successfully
recruited.
To develop and maintain procedures which will assist in ensuring the
appointment of the most suitable candidate

CHAPTER 3
RESEARCH
METHODOLOGY
28
Research is a logical and systematic search for new and useful information on
a particular topic. It is an investigation of nding solutions to scientic and social
problems through objective and systematic analysis. Its a search for knowledge, that
is, a discovery of hidden truths. Here knowledge means information about
matters. The information might be collected from different sources like experience,
human beings, books, journals, nature, etc. A research can lead to new contributions
to the existing knowledge. Only through research is it possible to make progress in
a eld. Research is done with the help of study, experiment, observation, analysis,
comparison and reasoning. Research is in fact ubiquitous. Research methodology is
a systematic way to solve a problem. It is a science of studying how research is to
be carried out. Essentially, the procedures by which researchers go about their work
of describing, explaining and predicting phenomena are called research

29
methodology. It is also dened as the study of methods by which knowledge is
gained. Its aim is to give the work plan of research.

Purpose of studying Research Methodology

The purpose of research is to discover answers to questions through the application
of scientific procedures. The main aim of research is to find out the truth which is
hidden and which has not been discovered as yet. Though each research study has its
own specific purpose, we may think of research objectives as falling into a number
of following broad groupings:
1. To gain familiarity with a phenomenon or to achieve new insights into it (studies
with this object in view are termed as exploratory or formulative research studies);
2. To portray accurately the characteristics of a particular individual, situation or a
group (studies with this object in view are known as descriptive research studies);
3. To determine the frequency with which something occurs or with which it is
associated with something else (studies with this object in view are known as
diagnostic research studies);
4. To test a hypothesis of a causal relationship between variables (such studies are
known as hypothesis-testing research studies).

RESEARCH OBJECTIVE:
Any task without sound objectives id like trees without roots. Similarly in case of
any research study undertaken, initially the objectives of the same are determined
and accordingly the further steps are taken on. A Research study may have many
objectives but all these objectives are revolve around one major objective which is
the focus of the study. In this study , the focus is on the emergence of the rural
markets as the most happening market on which every marketer has an eye. And so
this study will be based on studying the emergence of rural markets in various
context.
The main objective of the study is-
This project was undertaken to have an insight into recruitment
policy of bhartiaitel

30
 The study also aims to investigate the minute details of the
recruitment and selection policy. An analysis of the various facts and figures
has been done to arrive at logical recommendations.
To study the method of Recruitment and selection in bhartiairtel.
To study the problems of recruitment policy of bhartiairtel.

RESEARCH METHODOLOGY

3.3 METHODOLOGY OF STUDY

Research methodology is considered as the nerve of the project. Without a proper
well-organized research plan, it is impossible to complete the project and reach to
any conclusion. Therefore, research methodology is the way to systematically solve
the research problem. Research methodology not only talks of the methods but also
logic behind the methods used in the context of a research study and it explains why
a particular method has been used in the preference of the other methods

3. 3.1 Research design:

Research design is considered as a "blueprint" for research, dealing with at least
four problems: which questions to study, which data are relevant, what data to
collect, and how to analyze the results. The best design depends on the research
question as well as the orientation of the researcher. Research design is important
primarily because of the increased complexity in the market as well as marketing
approaches available to the researchers. In fact, it is the key to the evolution of
successful marketing strategies and programmers. It is an important tool to study
buyers behavior, consumption pattern, brand loyalty, and focus market changes. A
research design specifies the methods and procedures for conducting a particular
study. According to Kerlinger, Research Design is a plan, conceptual structure, and
strategy of investigation conceived as to obtain answers to research questions and to
control variance.

Types and Methods of Research

31
Research is a process of collecting, analyzing and interpreting information to answer
questions. But to qualify as research, the process must have certain characteristics: it
must, as far as possible, be controlled, rigorous, systematic, valid and verifiable,
empirical and critical. Every Research needs lots of dedication from the researchers
part-the amount of dedication mainly depends on the subject matter of the research.
Before undertaking any research in any subject areas one must be sure about the
intended purpose of the research-this purpose determines what type of research one
is going to undertake. Any scientific research may fall into the following three
broadly categories:

Descriptive vs. Analytical: Descriptive research includes surveys and fact-finding

enquirie of different kinds. The major purpose of descriptive research is description
of the state of affairs as it exists at present. In social science and business research
we quite often use the term Ex post facto research for descriptive research studies.
The main characteristics of this method are that the researcher has no control over
the variables; he can only report what has happened or what is happening. Most ex
post facto research projects are used for descriptive studies in which the researcher
seeks to measure such items as, for example, frequency of shopping, preferences of
people, or similar data

Applied vs. Fundamental: Research can either be applied (or action) research or
fundamental (to basic or pure) research. Applied research aims at finding a solution
for an immediate problem facing a society or an industrial/business organization,
whereas fundamental research is mainly concerned with generalizations and with the
formulation of a theory.Gathering knowledge for knowledges sake is termed pure
or basic research. Research concerning some natural phenomenon or relating to
pure mathematics are examples of fundamental research.

Quantitative vs. Qualitative: Quantitative research is based on the measurement of

quantity or amount. It is applicable to phenomena that can be expressed in terms of
quantity. Qualitative research, on the other hand, is concerned with qualitative
phenomenon, i.e., phenomena relating to or involving quality or kind. For instance,
when we are interested in investigating the reasons for human behaviour (i.e., why

32
people think or do certain things), we quite often talk of Motivation Research, an
important type of qualitative research. This type of research aims at discovering the
underlying motives and desires, using in depth interviews for the purpose.

Conceptual vs. Empirical: Conceptual research is that related to some abstract

ideas or theory. It is generally used by philosophers and thinkers to develop new
concepts or to reinterpret existing ones. On the other hand, empirical research relies
on experience or observation alone, often without due regard for system and theory.
It is data-based research, coming up with conclusions which are capable of being
verified by observation or experiment. We can also call it as experimental type of
research. In such a research it is necessary to get at facts firsthand, at their source,
and actively to go about doing certain things to stimulate the production of desired
information. In such a research, the researcher must first provide himself with a
working hypothesis or guess as to the probable results

3.3.2 Data collection and Techniques

Data Collection

Data collection is a term used to describe a process of preparing and collecting data,
for example, as part of a process improvement or similar project. The purpose of
data collection is to obtain information to keep on record, to make decisions about
important issues, or to pass information on to others. Data are primarily collected to
provide information regarding a specific topic. Data collection usually takes place
early on in an improvement project, and is often formalized through a data collection
plan which often contains the following activity.

1. Pre collection activity agree on goals, target data, definitions, methods

2. Collection data collection

3. Present Findings usually involves some form of sorting analysis and/or

presentation.

33
Techniques of Data Collection-
Primary data is the data that you collect yourself using direct observation,
surveys, interviews etc. It is the data that has been collected from first-hand-
experience. Primary data has not been published yet and is more reliable,
authentic and objective. Primary data has not been changed or altered by
human beings; therefore, its validity is greater than secondary data.
Secondary data is data collected by someone other than the user. Common
sources of secondary data for social science include censuses, surveys,
organizational records and data collected through qualitative methodologies
or qualitative research. It is collected from external sources such as TV,
radio, internet, magazines, newspapers, articles, reviews etc.
3.3.3 Sample design
The data used here by me is collected by primary and secondary sources.Primary
data: it will be collected with the help of a self administered questionnaire. This
questionnaire aims to gather information related to various Branded products.
Secondary data: it will be collected with the help of books, research papers,
magazines, news papers, journals, Internet, etc.
Questionnaire design:
As the questionnaire is self administrated one, the survey is kept simple and user
friendly. Words Used in questionnaire are readily understandable to all respondent.
Also technical jargons are avoided to ensure that there is no confusion for
respondents.
In addition to that, analysts of social and economic change consider secondary data
essential, since it is impossible to conduct a new survey that can adequately capture
past change and/or developments.

34
In this project -

RESEARCH DESIGN:
Exploratory research design

SAMPLE DESIGN:
Sample size
100 employees

SAMPLING TECHNIQUE:
Interview and Questionnaire

SOURCE OF DATA:

PRIMARY SOURCE:
H I N DALC O I N D U S T R I E S L4
Personal interviews
Employees

SECONDARY DATA:
Annual reports of BHARTI AIRTEL
Internet

LIMITATIONS OF THE STUDY:

Airtel recruites their junior employees on 10+2 basis which lowers their
quality of team

35
 SCOPE OF THE STUDY

To understand the various sources of recruitment provided in the

organization.

It helps to analyze the recruitment policy of the organization.

It enables us to evaluate the effectiveness of different recruiting

techniques and sources for all types of job applicants in the organization.

36
 Chapter4
Data Collection &
Analysis

37
The purpose of every research is to conduct a survey in order to validate the
assumptions of the study on the basis of the data collected. A respondent survey is
conducted in the form of structured questionnaire, which becomes the data for the
study. This data is in raw form unless it is analysed and interpreted to present the
main findings.

This chapter deals with statistical analysis and interpretation of the data collected
through research with the aid of structured questionnaire. Analysis refers to studying
the data collected in terms of statistical numbers and interpretation refers to
understanding the implication of the statistical finding.
The Researcher had collected data from the employees of Bharthi Airtel in Chennai
to study their recruitment and selection process. The results are represented with
Tables and charts..

38
ANALYSIS AND INTERPRETATION OF DATA
1) Is there a well defined Recruitment Policy in your organization?

S.No. Options No.

1 Strongly Agree 10
Moderately
2 Agree 9
3 Disagree 1
4 Can't Say 0

39
CONCLUSION
An organization must have a well-defined recruitment policy corresponding to
the company and vacancy requirements. Existing employees can give a fair
feedback on the suitability of the policy. 50% employees feel that the
organizations recruitment policy is stronge& well defined. And 45% employee
feel that the organization recruitment policy is moderately agree . Majority of
employees feels that policy is well defined which is a great morale victory on the
part of management.

Q2) Principle of right man on the right job is strictly followed/a detailed job-
analysis is done prior recruitment?
S.No
. Options No.
Strongly
1 Agree 9
Moderatel
2 y Agree 10
3 Disagree 1
4 Can't Say 0

40
CONCLUSION
Job Analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this
analysis are job descriptions and job specifications. Recruitment needs to be
preceded by job analysis. The objective of employee hiring is to match the right
people with the right jobs. The objective is too difficult to achieve without
having adequate job information.
Responding to detail job analysis prior recruitment, 45 % employees say that
the principle of right man on the right job is strictly followed prior to
recruitment. Job Analysis is useful for overall management of all personnel
activities. In present scenario company should focus on job analysis as around
5% employees believes that detailed job analysis is not being done prior
recruitment which in future affects performance of new recruit.

Q3) Do you think the need for manpower planning is given due consideration
in your organization and the manpower requirement is identified well in
advance?

S.No. Options No.

Strongly
1 Agree 4
Moderately
2 Agree 8
3 Disagree 2
41
4 Can't Say 1
CONCLUSION
Human Resource Planning is understood as the process of forecasting an
organizations future demand for, and supply of, the right type of people in the
right number.
27% say that manpower planning is given due importance and manpower
requirement is identified in advance. 13% employees disagree. They think that
no due consideration is given to manpower planning in advance.

(Q4) Which internal source of recruitment is followed by the company and

given more priority?

S.No. Options No.

Internal
1 Promotion 11
Employee
2 Referral
42 0
3 Transfer 1
4 Job Posting 3
CONCLUSION
Internal Recruitment seeks applicants for positions from those who are
currently employed. Responding to above asked question, 73% employees tell
that company
prefers internal promotion as internal source of recruitments. And rest 20%
say that Job posting is preferred. Majority of employees actually thinks that
internal promotion is given priority and followed by company as internal
source of recruitment.

Q5) Which external source of recruitment is followed by the company and

given more priority?

43
 S.No. Options No.
1 Advertisement 13
2 Online Job Portals 0
3 Consultancy 1
Employment x
4 Exchange 1

CONCLUSION
External Sources of recruitment lie outside the organization
87% employees think that Advertisement source is given more priority and
7% employees tell that consultancy is preferred .

44
Q6) Which source of recruitment is relied upon when immediate requirement
arises?
S.No. Options No.
1 Internal 9
2 External 6

CONCLUSION
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources.
Responding to recruitment source question, almost all the employees tell that
internal sources are relied upon when there is any immediate manpower
requirement in company.
Analysis clearly represents that 80% say that internal sources are better to be
opted for immediate opening in organization as company can have sufficient
knowledge about the candidate and it is less costly.

45
 S.No. Options No.
Strongly
1 Agree 5 Q7) Do you think succession planning is
Moderately done in advance in your organization?
2 Agree 4
3 Disagree 4
4 Can't say 2

CONCLUSION
Succession Planning is the process of identifying, developing, and tracking key
individuals so that they may eventually assume top-level positions.
In respond to Succession Planning question, almost 27% employees actually
believe that no succession planning is done in advance in organization.
Only 33% employees think that succession planning is done in advance.

46
S.No. Options No.
Strongly
1 Agree 6 Q8) The sorting of candidate applications is
Moderately done by some pre set criteria?
2 Agree 6
3 Disagree 1
4 Can't say 2

CONCLUSION
Majority of employees, 40% believe that there is some pre-set criteria
according to which sorting of candidate application is done. 7% feel that
sorting is not done by any pre set criteria. Rest 13% cant say about it.

47
Q9) Which are the parameters on which candidates are evaluated (give ratings
out of 10)?

S.No. Options No.

1 Intelligence 4
2 Aptitude 4
3 Skills 5
Experience
4 d 10

CONCLUSION
Responding to this question, 22% weightage is given to experience first then
second most weighted parameter is skills then process knowledge and aptitude
and lastly attainments are considered.
Above analysis represents that employees believe that experience and skills are
mostly preferred parameter for evaluating candidates.

48
Q10) To identify the S.No. Options No. employees
Strongly
capabilities and aptitude,
1 Agree 9
psychological testing Moderately is done. Do you
think it is a useful 2 Agree 5 technique?
3 Disagree 1
4 Can't say 1

CONCLUSION
Responding to this question, there is approximately same percentage of
opposite opinion of employees regarding psychological testing.
56% of employees believe that to identify employees capabilities and aptitude,
psychological testing is done and 6% think that no psychological testing is
carried out. 6% employees cant give opinion on asked question.

49
 SWOT Analysis

SWOT analysis is a strategic planning method used to evaluate the Strengths,

Weaknesses, Opportunities, and Threats involved in a project or in a business
venture. It involves specifying the objective of the business venture or project and
identifying the internal and external factors that are favorable and unfavorable to
achieve that objective. The technique is credited to Albert Humphrey, who led a
convention at Stanford University in the 1960s and 1970s using data from Fortune
500 companies.
A SWOT analysis must first start with defining a desired end state or objective. A
SWOT analysis may be incorporated into the strategic planning model. Strategic
Planning has been the subject of much research.

1 Strengths: characteristics of the business or team that give it an advantage

over others in the industry.

2 Weaknesses: are characteristics that place the firm at a disadvantage relative

to others.

3 Opportunities: external chances to make greater sales or profits in the

environment.

4 Threats: external elements in the environment that could cause trouble for the
business.

Strengths:

50
 1 Pioneer in the industry, largest market share and capitalization, spread across
the country.
2 Dominant market share
3 Consistent Growth
4 Operational Efficiency
5 System based managerial practices
6 Employment Generation

Weaknesses:

1 Govt. intervention can often cause disruptions in operations

Opportunities:

1 Huge demand and supply gap

2 Large opportunity in energy consultancy service
3 New sources of power generations

Threats:

1 Rising cost of services

2 Huge competition from growing private sector firms

51
 Chapter5
Findings &
Conclusions

52
 FINDINGS

Majority of the respondents come under the category of 21-30. 62% of respondents
were male, 38% were female.

70% of respondents are satisfied the recruitment system in Airtel.

85% of the respondents are satisfied with the interview method followed in the
organization.

86% of the respondents feels that the position of objectives is defined clearly during
the recruitment process

53
 58% ofthe respondents felt that recruitment policy is being evaluated and revised
only when need occurs.

60% ofthe respondent are satisfied with the consultants involving in the recruitment
process.

55% ofthe respondents agree that they recruit more candidates on Sales
department.

40% ofthe respondents are satisfied with the selection test conducted on the basis of
recruitment.

Majority of the recruiters agree with recruiters being knowledgeable and

experienced personnel.

54% of respondents are highly satisfied with the job description provided for the
vacancy.

42% of the respondents feels that the company is using naukri mostly for collecting
the reference of candidates.

Majority of respondents opinion was good regarding recruitment and selection

process followed in the organization.

Majority of respondents are satisfied with the preference given to the employees by
considering their reference in recruitment process.

Majority of the respondents agree that the recruitment system is transparent at all
level.

CONCLUSION

54
 Recruitment is essential to effective Human Resource Management. It is the
heart of the whole HR systems in the organization. The effectiveness of many other
HR activities, such as selection and training depends largely on the quality of new
employees attracted through the recruitment process.
The study has been conducted only for the recruitment of level 1 and level 2
class of employees. Policies should always be reviewed as these are affected by the
changing environment. Management should get specific training on the process of
recruitment to increase their awareness on the danger of wrong placements.
HR practitioners should be on the guard against all the malpractices and
advocate for professional approach through out the system. The HR should indicate
disagreement in the event that biasing towards certain candidates is creeping in and
point out the repercussion that may follow in terms of performance and motivation.
Finally, better recruitment and selection strategies result in improved
organizational outcomes. The more effectively organizations recruit and select
candidates, the more likely they are to hire and retain satisfied employees. In
addition, the effectiveness of the organizations selection system can influence
bottom-line business outcomes, such as productivity and financial performance.
Hence, investing in the development of a comprehensive and valid selection system
is money well spent.

55
 Chapter6
Suggestions &
Recommendatio
ns

56
 SUGGESTIONS

The company needs to recruit high quality staff with the right skills on the
appropriate contracts to deliver the key objective of the position and organization.

Employee feedback after placement, will increase his/ her morale.

Employee should be given enough time to reflect and plan improvements.

The company must choose a recruiting approach that produce the best pool of
candidates quickly and cost effectively.

The company can focus on minimizing the percentage of non- joining candidates
after the recruitment process.

57
 To keep an update of the man power required in the sales department a summary
sheet and via tracker of sales employees in each zone was created.

To enable an easy raise of MRF and to cut down the time consumed in getting one
done a power point presentation was prepared which was provided with a demo of
the process to be followed .

It is important for the organization to know exactly what they have to offer potential
employee, than highlight their best features when recruiting candidates.

As and when the resumes were received a primary screening of it is to be done and a
tracker should be updated which had all the fields that was required for evaluation
and easy identification of the candidates suitable for various fields.

The technical problems of onboarding should be informed to the IT department .

The new joinees were given quick books and instruction manuals to guide them with
onboarding process.

The company can recruit more candidates in CSD for smooth functioning of the
organization.

BIBLIOGRAPHY

Books:
Prasad, L.M , Organizational Behaviour, New Delhi: Sultan Chand & Sons, 2008

Subba Rao. P Principle of Human Management,. Publisher 1999

58
Internet:
www.scribd.com
www.wikipedia.com
www.google.com
www.managementparadise.com

59
ANNEXURE

QUESTIONNAIRE

Dear Sir/Madam,

I am MohitWadhwani, pursuing BBA final year in GGSIPU. I am doing a study

programme on Effectiveness of Recruitment and Selection process in Bharti
Airtel Limited. I request you to render kind co-operation towards this
Questionnaire. I assure you that the information given by you is kept confidential
and purely used for academic purpose.

60
 Name:

Designation:

(a) Executive (b) Senior Executive (c) Business Analyst (d)

Assistant Manager (e) Manager

Department:

Gender: Male/ Female

Age:
(a) 21 to 30 years (b) 31 to 40 years (c) 41 to 50
years (d) Above 50

Marital Status:

(a) Married (b) Unmarried

Educational Qualification:

(a) Below 12th(b) Diploma (c) UG (d) PG

Monthly Income:

(a)7000 10000 (b) 10000 15000 (c) 15000

20000 (d) above 20000

Experience:

61
 (a) Below 5 years (b) 5 to 10 years (c) 10 to 20
years (d) above 20 years

1) Is there a well defined Recruitment Policy in your organization?

1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

Q2) Principle of right man on the right job is strictly followed/a detailed job-
analysis is done prior recruitment?

1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

Q3) Do you think the need for manpower planning is given due consideration
in your organization and the manpower requirement is identified well in
advance?

1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

62
(Q4) Which internal source of recruitment is followed by the company and
given more priority?

1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

Q5) Which external source of recruitment is followed by the company and

given more priority?

1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

Q6) Which source of recruitment is relied upon when immediate requirement

arises?
S.No. Options No.
1 Internal 9
2 External 6

Q7) Do you think succession planning is done in advance in your organization?

1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

Q8) The sorting of candidate applications is done by some pre set criteria?
1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

63
Q9) Which are the parameters on which candidates are evaluated (give ratings
out of 10)?
1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

Q10) To identify the employees capabilities and aptitude, psychological testing

is done. Do you think it is a useful technique?
1 Strongly Agree
2 Moderately Agree
3 Disagree
4 Can't Say

64