7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 1/60
PROJECT REPORT ON
“ Strategic Recruitment”
Submitted By :
PEEARSh soni
Under the guidance of
Prof.hari
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 2/60
TABLE OF CONTENTS
Executive Summary 05
Why strategic recruitment 07
Human Resource Management……………………………………………………..8
Meaning of Recruitment; Types of Recruitment needs ...................................9
Importance of Recruitment. Recruiting Yield Pyramid..………………………10
Factors Involved in the process of Recruitment……………………………….11
Actual Recruitment Process……………………………………………………….12
Sources of Recruitment & its Advantages & Disadvantages………………..14
Factors affecting Recruitment…..…………………………………………………20
Recent trends in Recruitment……………………..……………………………….25
Reasons of Common recruitment Failings………………………………………27
Recruitment V/s Selection…………………………...……………………………..28
Selection……………………………………………………………………………….29
Selection Process, Selection Methods…………………………………………...31
Orientation & Induction……………………………………………………………..36
Recruitment Management System….………….…………………………………37
Recruitment Outsourcing, Its process…………...........…............………….....38
How to select a Recruitment Consultant…………..………………….…………42
Recruitment Strategies & HR Challenges in Recruitment ....………..……....43
Recruiting Expatriates……………………………….........................…………....45
2
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 3/60
Recruiting In Telecom SECTOR / Airtel……………………………….…………46
Findings & Recommendations……………………………………………………..65
Conclusion , Annexure, References…………………………………….71, 72, 81
EXECUTIVE SUMMARY
In the knowledge economy, people, not products, distinguish a company
from its competitors. An organization that wants to be a leader must
attract most able people in their field across all functions. Thus,
Innovative recruiting techniques set winning companies apart from their
competitors.
The project initially consists of theory explaining Recruitment &Selection in detail. It then covers ‘RPO’ followed by case recruitment
practice in the Co. of a telecom sector. Finally, its ended with a
recommendations & findings, as to what kind of recruitment practices
are likely to be followed in future.
The current trend demands a more comprehensive, more strategic
perspective to recruit, utilize and conserve valuable human resources.
Key findings-
• Creating a winning employee value proposition. Hence, it should be able to depict the characteristics of the Co, its values. Hence its
policies & procedures which make the employer brand should
thus be coherent with the business brand.
• 4 types of employees :
o Central Core : Essential managers, professionals &
technicians who help to maintain the organizations culture,
knowledge & direction.
o Contractual Fringe : Non-essential that need not be retained
in-house.o Ancillary Workforce: Temporary & part-time workers,
whose highly flexible status would enable the organization
to react quickly to fluctuating skills & service needs.
3
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 4/60
• Generation Y- Characteristics of this group: Adaptable,
innovative & unthreatened by technology, resilient, talented &
committed, impatient, disrespectful, image driven, blunt &
skeptical. Recruiting such people requires employers to be honest,
lead by example & understand where this Gen Y is coming from.
(Generation X – sums people comfortable with technology & fast
moving world;
• It’s a transaction involving employer & employee, facilitated by
the recruiter. Hence, transaction is possible when the demand &
supply meet eachother. Thus, Personnel needs to be anticipated
while framing the staffing plans.
o Eg: Generation X & Y employees : Want more work life
balance, prefer flexibility at work & switch more jobs to
have a greater palate of experience.
• Creating a Recruiting Culture i.e. considering it as a part of anystrategic business planning. Eg: Dell gives top priority to its
people.
• Every term of employment – schedules, location, assignments,
coworkers & more – will be open to negotiations.
• Rewards V/s Inaction : Best people are put off where poor
performance is overlooked upon & hence at times leave the
organization. Accordingly, recruitment strategies should stress on
such distinct features to stop & rehire top talent.
• Sift from traditional need of basic qualification to more of attitudes & behaviour. A combination of technical & leadership
skills are sought now.
• People with behavioural awareness & flexibility.
• Finding good people is easy, whats difficult is finding people who
can transform.
• Studies show increased shareholder value on account of
excellence in recruitment (In Europe it increased by 1.5%)
• Shrinking pool of 35- 40 year olds, hence shortage for middle
level employees in future;
• Changing relationship between Employer & Employee. Its more
like a joint venture than a mere contract of employment.
• Change in advertisement focus from future job security features
to organizational efficiency. No longer the security of having
permanent jobs. As Tom Peter puts up, only 1/3rd of the jobs will
4
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 5/60
be permanent, while rest will be temporary, contract-based, part-
time or teleworking roles.
• Moving itself generates a pay rise. 9% is by moving as against
annual pay rise of 3-4% by staying in a same organization;
• 18 Months to 2 ¼ year is the usual pattern after which the
employees skip jobs;
• Using technology extensively in the process reduces hiring time
to a great extent Eg: Global Successor saved 14 days by using
online system;
• Furthermore, when recruitment fails to meet organizational needs
for talent, a typical response is to raise entry-level pay scales. This can
distort traditional wage & salary relationships in the organization,
resulting in avoidable consequences.Why Strategic Recruitment
Because of the changing times i.e. High attrition rate across sectors,the need for curbing the increasing the training & hiring costs hasbecome critical for the organizations so that it can keep itscompetitiveness.
Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George states ,
achieving zero percent turnover is neither realistic nor desirable.
People tend to seek change for a variety of reasons—more money,
better benefits, the appearance of a greener pasture- and this has
been a practice from the very beginning. Then, what is it that has
really changed?
The present scenario with abundant opportunities has triggered a
wave of employees, perpetually "on the move", forever seeking
better opportunities whenever, wherever and however they can. 75
% of the senior executives admit that employee retention is a major concern today, the obvious reason being the 'increasing rate of turnover'. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organisations to focus on mechanisms
pertaining to attracting and retaining talent. It is an accepted truththat turnover will happen and companies need to device a strategy
to curb unprecedented turnover from affecting organisational success.
Organizations, by focusing on productivity, are realising that it is
5
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 6/60
imperative to hire employees who can do the job and be
successful at it & no longer want to just hire to hire.
Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent is best
described as a combination of abilities and attitudes. The real trick
is to match the right motivated talents to the right role,
individually and collectively, harnessing and harmonizing this
crucial attribute to achieve the objectives of your company i.e.
superior performance.
Hence, one of the critical functions of HR is a sound Human Resource
Planning through which they are able to project the demand for
human resource and thereafter formulate strategies for acquiring
them i.e. Recruitment.
The solution is not just about finding the correct retentionmechanisms, but it starts from the very beginning by devising ways toacquire the right people for the right jobs, doing it right the 1 st time itself &thus pulling up the bottom line of the Co.
“Talented persons are like frogs in a wheelbarrow, which can jump at any point of time when they sense opportunities”
R E C R U I T M E N TRecruitment forms the second stage in the process of procurement function, the first
being the human resource planning. It is followed by selection & ceases with the placement of the candidate.
Recruitment is the activity that links the employers and the job seekers. Usually, therecruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.
However, Recruitment is a continuous process whereby the firm attempts to develop
a pool of qualified applicants for the future human resources needs even though
specific vacancies do not exist. Recruitment of candidates is the function preceding the selection, The main objective of the recruitment process is to
expedite the selection process.
MEANING OF RECRUITMENT
6
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 7/60
According to Edwin B. Flippo, “Recruitment is the process of searching
the candidates for employment and stimulating them to apply for jobs in
the organisation”. Recruitment is the activity that links the employers
and the job seekers. A few definitions of recruitment are:
• A process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and
ends when their applications are submitted. The result is a pool of
applications from which new employees are selected.
• Process of Attracting the best Qualified individuals to apply for a
given Job.
• Three main stages in recruitment
1. Identify and define the requirements. job descriptions, jobspecifications
2. Attract the potential employees (No. of Applications to be
calculated by using the recruitment pyramid )
3. Select and employ the appropriate people from the job
applicants
RECRUITMENT NEEDS ARE OF THREE TYPES:
• PLANNED i.e. the needs arising from changes in organization
and retirement policy.
• ANTICIPATED: Anticipated needs are those movements in
personnel, which an organization can predict by studying trends
in internal and external environment.
• UNEXPECTED: Resignation, deaths, accidents, illness give riseto unexpected needs.
7
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 8/60
Purpose & Importance of Recruitment
• Attract and encourage more and more candidates to apply in the
organisation.• Create a talent pool of candidates to enable the selection of best
candidates for the organisation.
• Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis
activities.
• Recruitment is the process which links the employers with the
employees.
• Increase the pool of job candidates at minimum cost.
•
Help increase the success rate of selection process by decreasingnumber of visibly under qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of
time.
• Meet the organizations legal and social obligations regarding the
composition of its workforce.
• Begin identifying and preparing potential job applicants who will
be appropriate candidates.
• Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job applicants.
The Recruiting Yield Pyramid :
8
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 9/60
Factors involved in the recruitment process
1. Characteristics of the job
• Pay
• Challenge
• Job security
• Chance for promotion
• Geography
• Benefits (how much do you know?)
• Competency required
2. Characteristics of applicants
• Applicants may decide whether to take a job based on:
• Non-compensatory factors (got to have this in a job)
minimum salary, location
• Compensatory characteristics (would like to have this)
3. Recruiting Policies :
• Sourcing: Internal / External
• EEO (equal employment opportunity) makes it sure for equal probability of selection in terms of gender, race and
caste
New Hires
Offers Made ( 2: 1)
Candidates Interviewed ( 3: 2)
Leads Generated ( 6: 1)
Candidates Invited ( 4: 3)
9
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 10/60
• Reservations – while recruiting people all the reservations
mentioned in the constitution needs to be taken into
account
• Contingency employment – to what post and in what
strength one can hire temporary employee• Encouragement for disabled persons
4. Characteristics of the recruiter
• Warmth
• Informativeness (how much do they tell you about job?)
• Types & techniques of recruitment used
• How does it differentiate it self from competitors
Recruitment Process
Recruitment process is the first step towards creating the competitive
strength and the strategic advantage for the organisations. A general
recruitment process is as follows:
Identifying the vacancy: The recruitment process begins with
the human resource department receiving requisitions for
recruitment from any department of the company. These
contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
Preparing the job description and person specification. Locating and developing the sources of required number and
type of employees
Advertising the vacancy
10
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 11/60
Short-listing and identifying the prospective employee with
required characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making
(Planning for employment requirements need to forecast 3
things : Personnel needs, supply side of inside candidates &
outside candidates. Forecasting personnel needs can be done by
Ratio Analysis, Trend Analysis & Scatter Plot)
The recruitment process is immediately followed by the selection
process i.e. the final interviews and the decision making, conveying thedecision and the appointment formalities.
H u m a n r e s o u r c e p l a n n i n gH u m a n r e s o u r c e p l a n n i n g
I d e n t i f y H R r e q u i r e m e n t sI d e n t i f y H R r e q u i r e m e n t ss u r p l u s
R e t r e n c h / l a y o
d e m a n d
D e t e r m i n e n u m b e r s , l e v e l s &
C r i t i c a l i t y o f v a c a n c i e s
D e t e r m i n e n u m b e r s , l e v e l s &
C r i t i c a l i t y o f v a c a n c i e s
C h o o s e t h e r e s o u r c e s &
M e t h o d s o f R e c r u i t m e n t
C h o o s e t h e r e s o u r c e s &
M e t h o d s o f R e c r u i t m e n t
A n a l y z e t h e c o s t & t i m
i n v o l v e d
A n a l y z e t h e c o s t & t i m
i n v o l v e d
O r g a n i z a t i o n a lR e c r u i t m e n t p o l i c y
J o b a n a l y s i s
S t a r t i m p l e m e n t i n g t h e
R e c r u i t m e n t p r o g r a m
S t a r t i m p l e m e n t i n g t h e
R e c r u i t m e n t p r o g r a m
S e l e c t a n d h i r eS e l e c t a n d h i r e
E v a l u a t e t h e P r o g r a mE v a l u a t e t h e P r o g r a m
T H E R E C R U I T M E N T P R O C E S S
11
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 12/60
HRIS EmployeeRererrals
NoticeBoards /Circulars
Ex –Employee
EVALUATION OF A RECRUTIMENT PROGRAM• The recruitment policies, sources & methods have to be evaluated
from time to time• Successful recruitment program shows
– No. of successful placements
– No. of offers made – No. of applicants – Cost involved – Time taken for filling up the position
SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organisation itself (like transfer of
employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruitment
candidates from all the other sources (like outsourcing agencies etc.) are
known as the external sources of recruitment.
Internal Search
12
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 13/60
Advertise-ments
Educationalinstitutions
Job Portals
Employmentagencies
External Search
SOURCES OF RECRUITMENT:
13
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 14/60
1. Internal Sources Of Recruitment :
• Transfers: The employees are transferred from one department to
another according to their efficiency and experience.
• Promotions: The employees are promoted from one department toanother with more benefits and greater responsibility based on
efficiency and experience.
• Upgrading and Demotion : Of present employees according to
their performance.
• Ex-Employee : Retired, Retrenched & ones who had resigned,
emay also be re-recruited in case of shortage of qualified
personnel or increase in load of work. It saves time and costs of
the organisations as the people are already aware of the
organisational culture and the policies and procedures.• Dependents & relatives of Deceased / Disabled employees: done
by many companies so that the members of the family do not
become dependent on the mercy of others.
Advantages of internal recruitment
• Gives existing employees greater opportunity to advance their
careers in the business, hence employee loyalty & trust • May help to retain staff who might otherwise leave, thus a
retention tool
• Requires a short induction training period, hence reduced costs
• Employer should know more about the internal candidate's
abilities (= a reduced risk of selecting an inappropriate candidate),
reduced risk
• Usually quicker and less expensive than recruiting from outside,
time savvy & less expensive.
Disadvantages of internal recruitment
• Limits the number of potential applicants for a job
• External candidates might be better suited / qualified for the job
14
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 15/60
• Another vacancy will be created that has to be filled
• Existing staff may feel they have the automatic right to be
promoted, whether or not they are competent & Business resistant
to change
2. External Sources of Recruitment:
• Press advertisements: Advertisements of the vacancy in
newspapers and journals are a widely used source of recruitment.
The main advantage of this method is that it has a wide reach.
• Educational institutes: Various management institutes,
engineering colleges, medical Colleges etc. are a good source of
recruiting well qualified executives, engineers, medical staff etc.
They provide facilities for campus interviews and placements.
This source is known as Campus Recruitment.• Placement agencies: Several private consultancy firms
perform recruitment functions on behalf of client companies by
charging a fee. These agencies are particularly suitable for
recruitment of executives and specialists. It is also known as RPO
(Recruitment Process Outsourcing)
• Employment exchanges: Government establishes public
employment exchanges throughout the country. These exchanges
provide job information to job seekers and help employers in
identifying suitable candidates.• Labour contractors: Manual workers can be recruited through
contractors who maintain close contacts with the sources of such
workers. This source is used to recruit labour for construction
jobs.
• Unsolicited applicants: Many job seekers visit the office of
well-known companies on their own. Such callers are considered
nuisance to the daily work routine of the enterprise. But can help
in creating the talent pool or the database of the probable
candidates for the organisation.
• Employee referrals / recommendations: Many organisationshave structured system where the current employees of the
organisation can refer their friends and relatives for some position
in their organisation. Also, the office bearers of trade unions are
often aware of the suitability of candidates. Management can
15
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 16/60
inquire these leaders for suitable jobs. In some organizations
these are formal agreements to give priority in recruitment to the
candidates recommended by the trade union.
• Recruitment at factory gate: Unskilled workers may be
recruited at the factory gate these may be employed whenever a
permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies.
External Recruitment : Most businesses engage in external
recruitment fairly frequently, particularly those that are growing
strongly, or that operate in industries with high staff turnover
• There are several ways of looking for staff outside the
business
1. Employment / recruitment agenciesThese businesses specialize in recruitment and selection. Can be open to all sectorsor may specialize in specific sectors (e.g., finance, travel, secretarial). They usually
provide a shortlist of candidates based on the people registered with the agency.
They also supply temporary or interim employees.
The main advantages with using an agency are the specialist skills they bring and
the speed with which they normally provide candidates. They also reduce the
administrative burden of recruitment. The cost, is the high agency fees charged -often up to 30% of the first year wages of anyone employed.
2. Headhunters / Recruitment Consultancies"Upmarket" recruitment agents who provide a more specialised approach to the
recruitment of key employees and/or senior management. They tend to "approach"
individuals with a good reputation rather than rely on long lists of registeredapplicants - often using privileged industry contacts to draw up a short list. The cost
of using a headhunter or recruitment consultant is high.
3. Job centres
Government run agency - good for identifying local candidates for relativelystraightforward jobs. The job centre service is free to employers and is most usefulfor advertising semi-skilled, clerical and manual jobs.
16
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 17/60
The advantage of these schemes is that government funding lowers the cost of
employment. However, relatively few employment requirements are covered by
these schemes.
4. Advertising
Probably the most common method. It allows the employer to reach a wider audience. The choice of advertising media (e.g. national newspaper, internet,
specialist magazine etc) depends on the requirement for the advert to reach a
particular audience and, crucially, the advertising budget.
Advertisement characteristics :o Accurate - describes the job and its requirements accurately
o Short - not too long-winded; covers just the important ground
o Honest - does not make claims about the job or the business that will
later prove false to applicants
o Positive - gives the potential applicant a positive feel about joining
the business & employer brand
o Relevant - provides details that prospective applicants need to know
at the application stage (e.g. is shift-working required; are there anyqualifications required)
o Consistent – With all the functions of the business values & brand.
Choice of medium - What kind of advertising medium should be
chosen? The following factors are relevant : Type of job: senior management jobs merit adverts in the national
newspapers and/or specialist management magazines (e.g. theEconomist, Business Week). Many semi-skilled jobs need only be
advertised locally to attract sufficient good quality candidates Cost of advertising: National newspapers and television cost
significantly more than local newspapers etc
Readership and circulation: how many relevant people does the
medium reach? How frequently (e.g. weekly, monthly, annually!. Isthe target audience actually only a small fraction of the total
readership or Viewer ship?
Frequency: how often does the business want to advertise the post?
Advantages of external recruitment:
These are mainly the opposite of the disadvantages of internal
recruitment. The main one being that a wider audience can be
reached which increases the chance that the business will be able
to recruit the skills it needs.
17
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 18/60
Revolutionary method
Friends program’
• Prospective employee clicked on the Friends program
icon on the company’s website• they had to fill in a form
• explained about the work and the company’s culture
Internal referral program, Amazing People
• refer their friends and relatives for a job
Results
• Through Friends Programme Attract:100/150 per week
& 500,00 in a month.
• Hiring cycle comes down to 45 days (65days).
•
Cost down to 40%• Result in more qualified people
• Low attrition rate
Internet recruitment
Advancement in technology has caused recruitment and selection
process to be more fast and easier.
E- mails have replaced ordinary post
Electronic CVs has speeded the process by opticalcharacter recognition (OCR)
Online recruitment sites include job sites, agency sites and
different media sites.
Factors Affecting Recruitment
The recruitment function of the 18rganization18 is affected and
governed by a mix of various internal and external forces. The internal
forces or factors are the factors that can be controlled by the
18rganization. And the external factors are those factors which cannot
18
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 19/60
be controlled by the 19rganization. The internal and external forces
affecting recruitment function of an 19rganization are:
FACTORS AFFECTING RECRUITMENT
Internal Factors Affecting Recruitment :
The internal forces i.e. the factors which can be controlled by the
organisation are:
1. Recruitment policy : The recruitment policy of an organisation
specifies the objectives of recruitment and provides a framework for
implementation of recruitment programme. It states the system to be
developed for implementing recruitment programmes & procedures by
filling up vacancies with best qualified people.
FACTORS AFFECTING RECRUITMENT POLICY
• Organizational objectives
19
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 20/60
• Personnel policies of the organization and its
competitors
• Government policies on reservations
• Preferred sources of recruitment
•
Need of the organization• Recruitment costs and financial implications
In today’s rapidly changing business environment, a well defined
recruitment policy is necessary for organizations to respond to its
human resource requirements in time. Creating a suitable, clear &
concise recruitment policy is the first step in the efficient & sound
hiring process.
Components of the recruitment policy
• The general recruitment policies and terms of the organisation• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment
Characteristics of a good recruitment policy :
• Focus on recruiting the best potential people.
•
To ensure that every applicant and employee is treated equally with dignityand respect
• Unbiased policy
• To aid and encourage employees in realizing their full potential
• Transparent, task oriented and merit based selection
• Weightage during selection given to factors that suit organization needs
• Defining the competent authority to approve each selection
• Abides by relevant public policy & legislation on hiring and employmentrelationship
• Integrates employee needs with the organisational needs
• Complies with government policies
• Provides job security
• Provides employee development opportunities
• Flexible to accommodate changes
• Ensures its employees long-term employment opportunities
• Cost effective for the organization
20
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 21/60
• Line & staff interface to encourage to promote cooperation
2. Human resource planning: Effective human resource planning helps
in determining the gaps present in the existing manpower of the
organization . It determines the number of employees to be recruited &
the qualification they must possess.
3. Size of the firm : The size of the firm is an important factor in
recruitment process. If the organization is planning to increase its
operations and expand its business, it will think of hiring more
personnel, which will handle its operations.
(Forms Of Recruitment - The organisations differ in terms of their
size, business, processes and practices. A few decisions by the
recruitment professionals can affect the productivity and efficiency of
the organisation. Organisations adopt different forms of recruitment practices according to the specific needs of the organisation. The
organisations can choose from the centralized or decentralized forms of
recruitment, explained below:
• CENTRALIZED RECRUITMENT - The recruitment practices of
an organisation are centralized when the HR / recruitment
department at the head office performs all functions of
recruitment. Recruitment decisions for all the business verticals
and departments of an organisation are carried out by the one
central department. Centralized from of recruitment is commonly
seen in government organisations.
Benefits of the centralized form of recruitment are:
• Reduces administration costs as duplication of processes are
avoided
• Better utilization of specialists
• Uniformity in recruitment
• Interchangeability of staff & Team Building
• Reduces favoritism• Every department sends requisitions for recruitment to their
central office
• Synergy
• Evaluation of effectiveness of recruitment
21
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 22/60
• Recruit for more positions from the same pool
• DECENTRALIZED RECRUITMENT- Decentralized
recruitment practices are most commonly seen in the case of
conglomerates operating in different and diverse business areas.
With diverse and geographically spread business areas and
offices, it becomes important to understand the needs of each
department and frame the recruitment policies and procedures
accordingly. Each department carries out its own recruitment.
Choice between the two will depend upon management
philosophy and needs of particular organization. In some cases
combination of both is used. Lower level staffs as well as toplevel executives are recruited in a decentralized manner. )
4. Cost : Recruitment incur cost to the employer, therefore,
organizations try to employ that source of recruitment which will bear a
lower cost of recruitment to the organization for each candidate.
5. Growth and expansion : Organization will employ or think of
employing more personnel if it is expanding its operations. Here is
where Recruitment gets aligned with the business strategy.
External Factors Affecting Recruitment :
The external forces are the forces which cannot be controlled by the
organisation. The major external forces are:
1. Supply & demand : The availability of manpower both within and
outside the organization is an important determinant in the recruitment
process. If the company has a demand for more professionals & there islimited supply in the market for the professionals demanded by the
company, then the company will have to depend upon internal sources
by providing them special training & development programs. If there is
surplus of manpower at the time of recruitment, even informal attempts
22
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 23/60
at the time of recruiting like notice boards display of the requisition or
announcement in the meeting etc will attract more than enough
applicants. Lower the rate of unemployment, more the difficulty to
recruit from outside.
2. Labour market : Employment conditions in the community where the
organization is located will influence the recruiting efforts of the
organization.
3. Image / goodwill : Going beyond the Business brand, comes the
Employer brand. How does an Organization treat its employees ? Image
of the employer can work as a potential constraint for recruitment. An
organization with positive image & goodwill as an employer finds it
easier to attract and retain employees than an organization with negativeimage..
4. Political-social- legal environment : Various government regulations
prohibiting discrimination in hiring & employment have direct impact
on recruitment practices. For example, Government of India has
introduced legislation for reservation in employment for scheduled
castes, scheduled tribes, physically handicapped etc. Also, trade unions
play important role in recruitment. This restricts management freedom
to select those individuals who it believes would be the best performers.
If the candidate can’t meet criteria stipulated by the union but union
regulations can restrict recruitment sources.
Equal Employment Opportunity – When the diversity in work force
is increasing along with the organizational size, it is the responsibility of
the employer to create an equality-based and discrimination-free
working environment and practices.
Equal employment opportunity is necessary to ensure:
• To give fair access to the people of all development opportunities• To create a fair organisation, industry and society.
• To encourage and give disadvantaged or disabled people a fair
chance to grow with the society
23
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 24/60
• help to realize and respect the actual worth of the individual on
the basis of his knowledge, skills, abilities and merit,
Discrimination in employment refers to the any kind of prejudice,
biasness or favoritism on the basis of
• disability ● race ● age ● sexuality ● pregnancy
• sex ● Educational Background ● Cast ● Marital status
• Temporary/ Permanent Employment
5. Unemployment rate : One of the factors that influence the availability
of applicants is the growth of the economy (whether economy is
growing or not and its rate). When the company is not creating new
jobs, there is often oversupply of qualified labour which in turn leads to
unemployment.
6. Competitors : The recruitment policies of the competitors also effect
the recruitment function of the organisations. To face the competition,
they have to be competitive or have a distinct feature.
Recent Trends in Recruitment
The following trends are being seen in recruitment:
1. OUTSOURCING – In India, the HR processes are being outsourced from more than a
decade now. The outsourcing firms help the organisation by the initial
screening of the candidates according to the needs of the organisation &
creating a suitable pool of talent for the final selection by the
organisation. Outsourcing firms develop their human resource pool by
employing people for them and make available personnel to various
companies as per their needs & in turn earn fees for their services.
Advantages of outsourcing are:
• Can focus on its core activities• Value creation, operational flexibility and competitive advantage
• Turning the management's focus to strategic level processes of
HRM
24
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 25/60
• Company is free from salary negotiations, weeding the unsuitable
resumes/candidates
• Company can save a lot of its resources and time as costs are
reduced by almost 40%
2. POACHING / RAIDING -
“Buying talent” (rather than developing it) is the latest mantra being
followed by the organisations today. Poaching means employing a
competent & experienced person already working with another reputed
company in the same or different industry; the organisation might be a
competitor in the industry. A company can attract talent from another
firm by offering attractive pay packages and other terms and conditions,
better than the current employer of the candidate. But it is seen as an
unethical practice and not openly talked about. Indian software and the
retail sector are the sectors facing the most severe brunt of poachingtoday. It has become a challenge for human resource managers to face
and tackle poaching, as it weakens the competitive strength of the firm.
3. E-RECRUITMENT-
The buzzword in recruitment is the “E-Recruitment /Online
recruitment” for technological advances. Many big organizations use
Internet as a source of recruitment. They advertise job vacancies
25
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 26/60
through worldwide web. The job seekers send their applications or CV’s
through e-mail using the Internet. Alternatively job seekers place their
CV’s in worldwide web, which can be drawn by prospective employees
depending upon their requirements.
Advantages of erecruitment are:
• Low cost
• No intermediaries
• Reduction in time for recruitment
• Reaches out to masses easily
• Easy , Quick & time savvy process
• Automation is possible
The internet penetration in India is increasing and has tremendous
potential. According to a study by NASSCOM – “Jobs is among the topreasons why new users will come on to the internet, besides e-mail.”
There are more than 18 million resume’s floating online across the
world.
The two kinds of e- recruitment that an organisation can use is –
• Job portals : Posting the position with the job description and the jobspecification on the job portal and also searching for the suitable resumes
posted on the site corresponding to the opening in the organisation.
• Job Sites : Creating a complete online recruitment/application section in the
companies own website. Companies have added an application system to itswebsite, where the ‘passive’ job seekers can submit their resumes into the
database of the organisation for consideration in future, as and when the
roles become available.
• Resume Scanners : Resume scanner is one major benefit provided by the job
portals to the organisations. It enables the employers to screen and filter the
resumes through pre-defined criteria’s and requirements (skills,qualifications, experience, payroll etc.) of the job.
Job sites provide a 24*7 access to the database of the resumes to the
employees facilitating the just-in-time hiring by the organisations. Also,the jobs can be posted on the site almost immediately & is also cheaper
than advertising in the employment newspapers. Sometimes companies
can get valuable references through the “passers-by” applicants.
26
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 27/60
Therefore, to conclude, it can be said that e-recruitment is the “Evolving face
of recruitment.”
Common Recruitment Failings
Errors of process :• Overlooking the business strategy
• Failing to clarify what you are looking for
• Using the wrong method
• Rushing the decision
Errors of attitude :
• Looking for superman / superwoman
• Pre-occupation with qualification, skills & ignoring attitudes &
behaviours• Recruiting people in your own image / that of previous incumbent
Errors of application :
• Over selling / Underselling the opportunity
• Ignoring emotion
• Giving candidates an inconsistent message
• ent costs.
27
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 28/60
Tests
S E L E C T I O N T E S
I n t e l l i g e n c e t e s t s
A c h i e v e m e n t t e s t s
I n t e r e s t t e s t s
A p t i t u d e t e s t s
S i t u a t i o n a l t e s t s
P o l y g r a p h t e s t
P e r s o n a l i t y t e s
G r a p h o l o g y
Psychometric test
Personality:
• Projective Technique: TAT
• 16Pf Test
Interest Inventory:
• Thurston Inventory
Motivation:
• Achievement Test
• Need for Affiliation
• Need For Power
Honesty:
• Polygraph
• Graphology
Assessment center
• The focus is on behavior
• Includes role-plays and group exercises
• Interviews and tests will be used in addition to exercises
28
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 29/60
• Performance is measured in several dimensions in terms of
the competencies
• Several participants are assessed together in order to allow
interaction
•Several assessors and observers are used in order toincrease the objectivity
Peer assessments- Important if teamwork involved
Interviews
Problems with interviews : Interviewer should be skilled
• Biases on part of interviewer
• Halo & Primacy Eeffects
I N T E R V I E W T Y P E S
I n t e r v i e w sI n t e r v i e w s
P r e l i m i n a r yI n t e r v i e w
P r e l i m i n a r yI n t e r v i e w
S e l e c t i o nI n t e r v i e w
S e l e c t i o nI n t e r v i e w
D e c i s i o n- m a k i n gI n t e r v i e w
D e c i s i o n- m a k i n gI n t e r v i e w
F o r m a l &S t r u c t u r e d
I n t e r v i e w
F o r m a l &S t r u c t u r e d
I n t e r v i e w
U n s t r u c t u r e d
I n t e r v i e w
U n s t r u c t u r e d
I n t e r v i e wS t r e s s
I n t e r v i e w
S t r e s sI n t e r v i e w
G r o u pI n t e r v i e w
M e t h o d
G r o u pI n t e r v i e w
M e t h o d
P a n e lI n t e r v i e w
P a n e lI n t e r v i e w
I n- d e p t hI n t e r v i e w
I n- d e p t hI n t e r v i e w
29
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 30/60
T H E I N T E R V I EP R O C E S SP r e p a r a t i o nP r e p a r a t i o n
S e t t i n gS e t t i n g
C o n d u c t o f I n t e r v i e wC o n d u c t o f I n t e r v i e w
C l o s i n g a n I n t e r v i e wC l o s i n g a n I n t e r v i e w
E v a l u a t i o nE v a l u a t i o n
R e f e r e n c e C h e c k sR e f e r e n c e C h e c k s
M e d i c a l E x a m i n a iM e d i c a l E x a m i n a i
P
L A C
E
M
E
N
T
P
L A C
E
M
E
N T
Reference Checks
• It is necessary to confirm the nature of the previous, period of
time in employment, the reason for leaving, attendance record
etc.
• But Allowance should made for prejudice and a check should
made.
• Some firms fear liability in defamation suits for giving
references
• Importance of training referees to know difference between
facts and generalizations
• Credit checks- contain biographical data which can be checkedagainst applicant info
• If rejected due to credit check, applicant must be told under
Fair Credit Reporting Act
30
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 31/60
Placement : The determination of the job to which an accepted
candidate is to be assigned and his assignments to the job.
.
Recruitment Management System
Just like performance management, payroll and other systems,
Recruitment management system helps to contour the recruitment
processes and effectively managing the ROI on recruitment.
The features, functions and major benefits of the recruitment
management system are explained below:
•
Structure and systematically organize the entire recruitment processes.
• Recruitment management system facilitates faster, unbiased,
accurate and reliable processing of applications from various
applications.
• Helps to reduce the time-per-hire and cost-per-hire.
• Recruitment management system helps to incorporate and
integrate the various links like the application system on the
official website of the company, the unsolicited applications,
outsourcing recruitment, the final decision making to the main
recruitment process.
• Recruitment management system maintains an automated active
database of the applicants facilitating the talent management and
increasing the efficiency of the recruitment processes.
• Recruitment management system provides and a flexible,
automated and interactive interface between the online
application system, the recruitment department of the company
and the job seeker.
• Offers tolls and support to enhance productivity, solutions and
optimizing the recruitment processes to ensure improved ROI.• Recruitment management system helps to communicate and
create healthy relationships with the candidates through the entire
recruitment process.
31
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 32/60
The Recruitment Management System (RMS) is an innovative
information system tool which helps to sane the time and costs of the
recruiters and improving the recruitment processes.
.
.
RECRUITMENT Process IN TELECOMSECTOR
SOURCES OF RECRUITMENT
Some Top Consultants
32
INTERNAL
1. Transfers2. Promotions3. Upgrading
4. Retired Employees5. Retrenched Employees6. Dependants and
Relatives of DeceasedEmployees
7. Acquisitions andMergers
EXTERNAL
1. PressAdvertisements.
2. Educational
Institutes.3. Placement
Agencies /Outsourcing.
4. EmploymentExchanges
5. Labor Contractors6. Unsolicited
Applicants7. Employee Referrals
8. Job Portals9. Factory Recruits
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 34/60
Top 5 Job Sites
1 www.naukri.com
2 www.monsterindia.com3 www.clickjobs.com4 www.jobstreet.com5 in.jobs.yahoo.com
34
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 35/60
9 Recruitment Trends '08 &’09
1) Bigger paychecks, say 80 % of the survey respondents. Of those
expecting to increase wages, 64 % say it will be at least 3 %, and 17 % say 5 %
or more.
2) Flexible work arrangements are on the rise. 60% of employers offer flexible work plans now — usually alternative schedules (shifted start and quit
times), condensed work weeks or telecommuting, while 39 % expect to offer some form of flex-time in ‘09.
3) Online candidate screening will grow, and not only the use of
qualifying pre-application questions, but full-blown searching of social
networking sites and search engine checks.4) Video & audio Resume will be preferred as is a way for job seekers to
showcase their abilities beyond the capabilities of a traditional paper resume.
The video resume allows prospective employers to see, hear and get a feel for
how the applicant presents themselves.
5) Retiree rehiring will increase as companies remain pressured from theloss of more experienced workers. 21 % say they are likely to rehire retirees
from other companies in 2008; another 14 % plan to provide incentives for
workers at or approaching retirement age to stay on with the company longer.The numbers here aren’t large, but this trend won’t go away.
35
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 36/60
6) Recruiting diversity workers, especially workers bilingual, will
continue to be an important focus of recruiters. Survey respondents particularly
noted “mature” workers.
7) Freelance or contract hiring will continue to be a key part of the
workforce mix, with 31 % of employers anticipating a working relationship with
freelancers or contractors this year. 8) Perks and benefits will receive more attention from companies wanting
to remain competitive in attracting and keeping workers. In light of rising
healthcare costs, nearly 1-in-5 employers (19 %) report their companies plan tooffer more comprehensive or better health benefits to employees in 2009. 10 %
plan to enhance or add perks such as bonuses, discounts, company cars, stock
options, free childcare, educational reimbursement, transit passes and wellness programs.
9) One in four (26 %) of the surveyed companies are likely to provide morepromotions and career advancement opportunities in2009. More than half of workers stated that a company’s ability to offer career
advancement is more important than salary, so employers are taking action tocarve out career paths for employees.
10) 27 % of workers say they are dissatisfied with pay, but 67 % of workers reportedthey received a raise in 2007.
11) A quarter of the surveyed workers plan to change jobs within the next two years:
41 % are leaving their jobs to find a position with better pay and/or career
advancement opportunities; 8 % are changing careers; 7 % say they want to finda company where they would feel appreciated; 7 % are retiring; and 5 % plan to
start their own business.
This survey was released by CareerBuilder.com conducted by Harris Interactive,tracking projected hiring trends for 2008. The 2008 Job Forecast survey is based on
the responses of 3,016 hiring managers and human resource professionals in private-
sector companies.
Telecom tops in employment growth
According to estimates of the World Bank, employment in the
telecommunications sector has grown by 33 per cent since 1994, the highest
growth among all the sectors in the services industry. While the Word Bank numbers, released in its recent report on `India's Services Revolution,' head-hunters
and recruiters say that telecom is still the favorite among higher level professionals.
Thanks to the aggressive rollout of a countrywide network, operators like Reliance
Infocom, Tata Teleservices and Bharti have gone on a hiring overdrive. From a
36
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 37/60
career point of view, telecom sector continues to offer growth and new learning as
the sector matures and the business opportunities expand.
The growth can also be attributed to the large number of telecom equipment
manufacturers and applications developers from Korea, China and Europe foraying
into the Indian market in their bid to take a share of the pie in the booming telecomindustry.
These Telecom companies require large number of telecom engineers, telecom
software engineers and Telecom test engineers in the functional areas of Embeddedsoftware development, Analog Digital engineering technology, Telecom
networking, Protocol, Chip Design Engineering, VLSI Software Testing. In the
Mumbai Telecom companies there are Software Engineer jobs, Telecom software
Engineers jobs, Quality / Test Engineer jobs, Product Manager job openings, Network Security Systems Specialist vacancies, NMS Engineer jobs, Network
Management specialists, Managers, UNIX Network Systems Operations Engineers,
NMS Administrator jobs, Cisco Specialist Software Engineer etc.
Taking a cue from the demand for telecom professionals, top educational
institutions have begun specialized courses in telecommunication management.Symbiosis in Pune and Amity in Delhi are examples of such institutions. Even state-
owned Mahanagar Telephone Nigam Ltd (MTNL) has set up a training facility for
telecom engineers in Mumbai.
HR (employment) in telecom industry:
With more and more players entering the industry, the competition in the industry in
terms of attracting and retaining the best talent is also increasing. The employmentscenario in the telecom sector is very promising. The sector is creating employment
opportunities and adding around 1 lakh people in its workforce. The telecom sector
has a huge demand for the trained and qualified engineers and other professionalsspecializing in telecommunications.
Compensation:
According to various studies in recent times, the telecom sector offers the best salary packages at the entry level i.e. an average of 20k. The average hike in salaries across
the various levels in the telecom sector ranges from 15 to 20 percent. Incentives also
form a part of the compensation till the middle levels.
Attrition and retention:
Although the sector faces the moderate attrition rates of 20 to 25 percent, the HR’s
prime strategic function in the sector is retaining the talent and employee
engagement. The only functional area which faces the high attrition rate is the sales people in the telecom industry.
37
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 38/60
TOP 10 Recruiters in Telecom Sector
Recruiters Total No. Of Vacancies
1 Vodafone Essar 452 Reliance communications 44
3 Bharti Airtel 43
4 Tata teleservices 23
5 Cable & Wireless 19
6 IMI mobile 14
7 VSNL Internet Services Ltd 12
8 Motorola Worldwide 10
9 GTL Limited 4
10 Nokia 3The ranking is based on the number of vacancies notified by the company on different job portals (Till 29th
January 2008)
Here rankings of the ten companies in the Indian Telecom sector are given on the basis of
their workforce relationship factors. Ten companies were selected on random basis fromthe sector. The companies were given a consolidated rank on a scale of 1-10 on the basis
of sum of their individual ranks on various HR practices, procedures, policies and
parameters like recruitment practices, compensation policies, work culture, recognitionfor good work, retention, training and development, performance appraisals et al. The
scores are consolidated on the basis of data collected through recent surveys and studies
by renowned names like Business Today, Hewitt, IDC Data Quest, NASSCOM andnaukrihub.com
38
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 39/60
Our Vision & promise
By 2010 Airtel will be the most admired brand in India:
• Loved by more customers
• Targeted by top talent
• Benchmarked by more businesses
“We at Airtel always think in fresh and innovative ways about the needs of our
customers and how we want them to feel. We deliver what we promise and go out of our way to delight the customer with a little bit more”
Bharti Airtel
39
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 40/60
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.
Airtel comes to you from Bharti Airtel Limited, India’s 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 (SBU’s) - Mobile Services, Airtel Telemedia Services & Enterprise
Services. The mobile business provides mobile & fixed wireless services using
GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 94 cities. The Enterprise services
provide end-to-end telecom solutions to corporate customers and national &
international long distance services to carriers. All these services are provided under
the Airtel brand.
Our Brand
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 ateam driven “to seize the day” with an ambition to become the most globally
admired telecom service. Airtel, after just ten years, has risen to the pinnacle of
achievement.
As India's leading telecommunications company Airtel brand has played the role as
a major catalyst in India's reforms, contributing to its economic resurgence.
Today we touch people’s lives with our Mobile services, Telemedia services, to
connecting India's leading 1000+ corporates. We also connect Indians living in USA
with our callhome service.
Business Divisions
40
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 41/60
FUTURE Development
In the mobile business, Bharti Airtel plans to make considerable investments in
Network expansion to establish presence in all census towns and over 500,000
villages across India by 2010, thereby covering 95% of the country’s total
population. The company’s strategic focus will be on further strengthening theAirtel brand through best-in-class customer service, which is backed by wide
national distribution.
The Airtel subscriber base according to COAI - Cellular Operator Association of
India as of May 2008[7] was:
41
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 42/60
The total is 67,425,935 or 32.81% of the total 205,460,762 GSM mobileconnections in India till May 2008.
Achievements
Airtel was the first private player in telecom sector toconnect all states of India.
Airtel is the first mobile service provider to introduce the
lifetime prepaid services and electronic recharge systems.
the network has spread over 93 per cent along the NationalHighways and 88 per cent of key rail routes across theState .
42
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 43/60
Having achieved huge success in mobile services- postpaidand prepaid- Airtel has now entered fixed-line telephonyproviding broadband services in 92 cities across India.
The company has an optical fiber network of 35,016 km and
a customer base of 35,440,406 GSM mobile and 1,819,083broadband subscribers.
Airtel is listed on The Stock Exchange, Mumbai (BSE) and The
National Stock Exchange of India Limited (NSE).
Rapidly expands network, to roll out across all census townsand over 5,00,000 villages – covering over 95% of thepopulation.
Bharti Airtel crosses the 50 million customer mark – OCT
1,2007 ( 65million is the latest figure & adding nearly 2million subscribers every month)
Becomes the fastest private telecom company in the worldto achieve this milestone
Enters into the league of the world’s top telecom companies,moves towards top 5 global mobile companies
Adding 25000 towers every month expanding their networkall over India.
Wide range of Value Added Services – like ringtones, callertunes, news etc
One of the 1st company to introduce mobile banking, mobilebill payments etc
For Employees
It has 25000 employees & with increase in network, it haswide prospects.
Provide attractive salary to employees, performanceturnover, ESOPS( Employee Stock Options Programme)
Provides an opportunity for career growth – fromManagement trainee to CEO.
43
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 44/60
Gives an opportunity to employee to grow vertically as wellas horizontally.
Gives an opportunity to move any part of the countryconsidering they have network everywhere..
Targets• Aggressive efforts are on to provide a superior network
service that is congestion-free and to help customers getconnected the first time.
• Also, the SMS capacity is sought to be raised from thecurrent 5,500 messages per second to 6,500 messages persecond by March 2009.
• After establishing itself in the domestic market, Airtel is now
spreading its wings in US by providing its mobile serviceunder the name 'CALLHOME' to the NRIs.
AdvertisementsAirtel’s advertising campaigns are always admired. Their idea of creating a
signature ringtone with A R Rehman was brilliant; and they still continue to use that
tone. In a masterstroke they elevated the brand without having to talk of talk time ,rates etc.
Then came the almost magical ‘Express Yourself ‘ campaign stunningly
executed with excellent imagery and creativity. It showcased the ubiquitous utilityof the mobile phone through the situations ( a fighting couple, a bride entering
church, an irate mob) but converted a rational purchase decision to an extension of one’s voice. And from that Bharti’s market share has kept increasing to being the
biggest mobile service provider.They chose the country’s most popular people i.e. SRK, Kareena and Sachin
for their campaign & made connection with people. Its advertisements always touch
the chord of the people.
44
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 45/60
Airtel to focus on rural expansionBharti Airtel, which had 48 million mobile users in September 2007, had 9.80
million subscribers coming from rural areas.
Airtel, the leading mobile service provider, has planned to increase the pace of its
network expansion in rural areas during 2008-09.People in the rural markets are ready to go mobile and the growth depends on the
strength and the quality of the network. Distribution has been growing at a rapid
pace and Airtel will be in easy reach for all customers in the State. “We want toincrease the brand presence and become far more local,” CEO says.
Organizational Structure of AIRTEL
45
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 47/60
Levels
98% of organizat ional success depends upon eff ic ient
employee selection
The Talent Acquisition / RecruitmentProcess
The recruitment process is the basic procedure, however there are few changes in
different departments, for e.g. IT dept & Customer Care dept cannot have same type
of recruitment process as the abilities & skills required are different in differentdepartment. However the basic process is as following :1. Prepare the organizational chart with the support of respective
departments based on industry norms & projection of growth.
2. Co-ordinate with all departments for their manpowerrequirements.
3. Create the job profile and person specification as per
department requisition.
47
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 48/60
4. Create the company profile for advertising the company to
attract prospective candidates & also for the consultants etc.
5. Follow internal or external methods of Recruitment
Commonly used External Methods
i. Co-ordinate with recruitment agencies & HR
consultants e.g.. HEED Consultancy, ABC Consultancy
etc
ii. Advertisements in print e.g.. Times Ascent, Hindustan
Times etc
iii. Web - in own website or portals like naukri.com,monster.com etc.
iv. Campus Recruitments
Commonly used Internal Methods (IJR – Internal Job Requirement)i. Employees Referral
ii. Transfer & Promotions
6. Application Scrutiny & Preliminary Screening .
7. Shortlist for preliminary interview – telephonic, video
conferencing, personal interview.
8. Organizing further rounds of interview with department heads
etc depending upon the position.
9. Briefing company profile to potential candidates, convincing
them about the organisational strength & about their career
path & Compensation.
10. Providing offer letter to selected candidates & help them in
joining formalities within the organization.
11. Induction, followed by training as required.
48
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 49/60
12. Taking monthly/quarterly feedback from the department
about the candidates who have joined.
13. Organizing market survey of salaries, job opportunities etc.
Recruitment through AIRTEL Website
49
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 52/60
Recruitment through Job Portals
Outlines for prospective candidatesTo apply for a position, it’s important that you have a clear idea of your career
progression, including how you wish to utilize your skills and experience in your
next role.
There are two (2) ways to make yourself known to us! The first is a general
submission of your CV into one of our Divisions. In this case, you become part of a“pool of candidates” categorized into a professional skill area. When the Talent
Acquisition Team begins a talent search against a vacant role, CVs in this pool areconsidered against the selection criteria. If your details are matched you will be
linked to the vacant role and reviewed for suitability well before the role is
advertised! The second way is to apply directly to an advertised opportunity andinclude a covering letter which demonstrated how and why you are suitable.
Useful tips for applying for positions
You are more likely to be successful in the recruitment process if you tell us
how you fit the position you are applying for, i.e. in your covering letter We recommend you only apply for targeted positions for which you have
suitable skills and experience - applying for multiple positions can damage your credibility
Step One - Tailor your CV
Your CV is very important – Think of it like a Passport which should be up-to-date
and current at all times to facilitate “travel” to your next career opportunity!
52
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 53/60
A CV should also “sell” and “market” you in an interesting and honest manner. A
functional CV should highlight the skills and experience you have gained
throughout your career to date. It may be helpful to consider the following tips toenhance your current CV:
a. Compile your CV in reverse order (showing your most recent
experience first)
b. Show the month and year you commenced each position
c. If there are any gaps in your employment explain these
d. As well as responsibilities, list your achievements in a position
e. Keep it concise
f. Check and double check your spelling and grammar
g. Highlight in a covering letter why you believe your skills meetthe requirements of the position
Step Two – Applying Online
To apply for a position you will need to follow the steps in the online application
process. As part of this process, you'll be required to create a personalized profile.Click the 'Apply Online' link at the bottom of the advertised position to create or
update your profile. When you have successfully submitted an application, you will
receive a system generated confirmation email, letting you know we have receivedyour application.
As we often receive a large number of applications for any given position, you maynot hear from us again until two or three weeks after we receive your details,
however we are conscious of progressing as quickly as possible and often can adviseof your suitability or next steps before this.
If your application will not progress to the next stage, you will be advised in writing
via email.If, after applying for a position, you have not heard from us within three weeks
please contact us and ask for the Recruitment Team. Alternatively you may email us
Step Three – Interviewing
When we progress your application, you will be contacted by phone and informed of
the next steps, which may include an initial telephone interview or face-to-face
interview.Step Four – Assessments and Reference Checks
When you progress to the next stages, for some roles you may be required to
participate in psychometric assessments and for all roles there will be reference
checks, so please be prepared to provide at least two professional referees for us tocontact.
53
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 54/60
These referees must ideally be people you have reported to in prior positions - or at
least people who have working knowledge of your abilities and experience.
Step Five - Being Made an Offer
If you are successful in becoming the preferred candidate, you will be advised of the
offer by telephone and promptly provided with a written employment agreement.
The offer of employment is valid for a finite period of time and requires your acceptance by signature and its return to our HR Department.
• Jack of All Trades / Multi Competency : It helpsto employ multi skilled people who can handle moretasks as Organizations aim for maximizingproductivity with the help of minimal resources. Itbenefits both i.e.
54
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 55/60
o The Employer: Reduced costs as the no. of
recruits are reduced, output increases withfewer employees.
o The Employee: His wide knowledge base &
skills enable him to work on variety of projectsefficiently & hence, high probability of jobbeing secured & not getting redundant duringthe downturn where there are job cuts.
Growth in Organization horizontal as wellas vertical.
Job security
Example 1: As quoted by, Thaigarajan, MD, ParamountAirways,Multi-tasking is adopted in Security, Ground handling &In-flight services. “Security personnel also handleassignments in ticketing check-in counters & boardinggates besides their core function. Ground handlingpersonnel also look after passenger convenience. Ourcabin crews are trained to handle catering assignmentsas well. This allows our employees to grow within theorganization & employees who have started as cabin
crews have moved to managerial positions in the in-flightservices.”
• Re-recruitment : Choosing to train the employeesin varied areas so that they can handle efficientlyinstead of going through the entire process of hiring, thus saving costs in the times of economicdownturn. Following steps need to be followed: (As
quoted by Malathi Rai, Head HR, Lionbridge India toencourage multitasking at workplace)o Identify additional responsibilities that
employees can shoulder
55
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 56/60
o Ensure these are broadly aligned to their areaof work & do not give something that theycannot find value in or identify with
o Train them to bridge the gaps in knowledge &
skillso Motivate them to stretch their boundaries of
their capabilities.
• A few Industry Excerpts on what they are doingdifferent in this downturn where getting qualitytalent is the most difficult tasks for anyOrganization.
Paramath Nath, centre HR Head, Hewlett Packard:
Recession has led organizations tofocus on employee referrals & campusrecruitment, without compromising onthe quality of the candidates.
Vivek Kapoor,Director – Sales &Marketing,EmmayHR :
Hiring is now need based strictly i.e. Co’sare hiring only for critical positions whichwill help them tide over this downturn.
Indrajeet Sengupta,Director-HR, MARS India:
Besides the functional competencies,we look for individuals who bring in theentrepreneurial flair to the business.The slowdown has given us anopportunity to raise the bar for talent as we continue to hunt for the best.
Saket Agarwal,CEO, Cellebrum Technologies Ltd :
Hiring process has slowed down. Thisindeed has presented our existing peoplewith greater opportunities & a chance toexcel in those areas where they may haveotherwise not ventured into.
Sanjay Shelvankar,VP-Talent Acquisition, MindTree
Ltd:
Organizations no longer look at campusrecruitment as a cost effective way because it is no more about the cost but the Business Viability. Today firms
56
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 57/60
are looking at people who are flexibleto learn new skills & adopt newer technologies.
• Active & Entrepreneurial (April 1,2009) : As theorganizations become competitive during downturn,they seek employees who can give ideas to theorganization to give another dimension to thebusiness. The employees need to be intuitive & takerisk when the situation calls for it. Out of the boxthinking takes an organization to new levels of growth, achievement & prestige. However, it does
have a risk of an employee leaving the organizationto undertake his own venture.
o The book, Road to Organic Growth, points out
that – employees who promote organic growthusually belong to the middle managementlevel. These growth managers have usuallyhad a varied experience early in their career,which allows them to innovate & haveentrepreneurial bent of mind. They look out forchallenging & leadership roles, where they canbuild effective teams who are passionate,responsible & accountable to take up newventures.
• Work life balance seeking employees have grown.Hence, helping them achieve this would attract thetalent.
57
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 58/60
CONCLUSION
As organizations continue to pursue high performance and
improved results ,the mandate is clear: For organizations to
succeed in today’s rapidly changing and increasingly competitive
marketplace, intense focus must be applied to aligning human
capital with corporate strategy and objectives. It starts with
recruiting talented people and continues by sustaining the
58
7/29/2019 Piyush Soni Sm
http://slidepdf.com/reader/full/piyush-soni-sm 59/60
knowledge and competencies across the entire workforce. With
rapidly changing skill sets and job requirements, this becomes an
increasingly difficult challenge for organizations. Meeting this
organizational supply and demand requires the right “Talent
DNA” and supporting technology solutions.
By implementing an effective talent management strategy,
including
integrated data, processes, and analytics, organizations can help
ensure that the right people are in the right place at the right time,
as well as organizational readiness for the future.
59