Benchmarking of recruitment Process

Summer Internship Report

On

Benchmarking of Recruitment Process

By

Lupa Baruah

A0102309075

MBA Class of 2011

In Partial Fulfillment of Award of Master of Business Administration

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH

SECTOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA

2010

1

DECLARATION

I, Miss Lupa Baruah student of Masters of Business Administration from Amity

Business School, Amity University Utter Pradesh hereby declare that I have completed

Summer Internship on ‘Benchmarking of Recruitment Process’ in Bharti Airtel as part of

my course requirement. I further declare that the information presented in this project is

true and original to the best of my Knowledge.

Date: Lupa Baruah

A0102309075

Place: MBA Class of 2011

2

ACKNOWLEDGEMENT

It gives me a great pleasure to express my gratitude to thanks all the people who have

helped me directly or indirectly in the completion of my summer training project.

Working on this project was a great opportunity for me to get an insight in the field of

Human Resource at the very outset. I am thankful to Bharti Airtel Ltd for giving me a

great practical exposure in this field. My hearty thanks goes to Mrs. Dora Devasher, my

industry guide for her valuable guidance and time in showing me the right direction. I

thank all the HR managers of different companies who were the respondents of my

project.

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INDEX

Chapter 1 – Introduction………………………………………………………….6

Chapter 2 – Objectives and Rationale of the Project……………………………..8

Chapter 3 – Review of Literature………………………………………………..10

Chapter 4- Research Methodology……………………………………………….17

Chapter 5 – Background of the study…………………………………………….18

Chapter 6 – Data Collection……………………………………………………..45

Chapter 7 – Data Analysis……………………………………………………….51

Chapter 8- Conclusion……………………………………………………………58

Chapter 9- Recommendations…………………………………………………… 60

Challenges………………………………………………………………………..61

Bibliography

References………………………………………………………………..62

Annexure…………………………………………………………………63

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ABSTRACT

‘Benchmarking of recruitment process’ main objective is to understand the recruitment

process in different industrial sector and to highlight the differences if any in the major

areas of the recruitment process. For this purpose few major sectors were chosen with a

company of each sector to support the objective of the project. This project is an

exploratory research where a personal interview is conducted with the HR recruiter of the

respective company. The company which was chosen as a part of the project were Bharti

Airtel, Accenture, KPMG, Pepsi Co., Nestle, Boom India Pvt.Lltd, and Luminous

Engineering. The recruiters were asked many questions giving special attention in the

process of recruitment, sources of applicant pool, level of screening, background

verification, consultants, online method of application etc.After conducting the interview

and analyzing the findings we can conclude that the major steps and procedure of the

recruitment process are similar in all the companies irrespective of the different industrial

sector but the HR team structure is different in different companies. Companies like

Bharti Airtel, Pepsi Co., Accenture and Nestle have divided the HR recruitment teams

based on circles, regions and level of vacancy. The companies are using ERP such as

iRec, Talent Scout, VURB etc which makes the method of applying and recruiting more

transparent and easy to handle. Most of the companies outsourced activites RPOs

(consultants).

The entire research project is a great attempt to have an insight into the current practices

in the recruitment process. The research is also supported by the secondary published

data which help us in understanding the new approach that the HR is initiating all across

the world as a new approach in the recruitment area; all these are covered in the literature

review.

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CHAPTER 1

INTRODUCTION

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Company Overview

Bharti Airtel Limited

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. It is India’s

largest integrated and the first private telecom services provider with a footprint in all the

23 telecom circles. 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) –

1. Mobile Services

2. Telemedia Services

3. Enterprise Services

4. NSG

5. Airtel Center

6. Shared Services

2

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MOBILE SERVICES

Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the

largest mobile service provider in the country, based on the number of customers.

The mobile business provides mobile & fixed wireless services using GSM technology.

TELEMEDIA

The group offers high speed broadband internet with a best in class network. It offers

broadband & telephone services in 94 cities.

Enterprise Services

The Enterprise services provide end-to-end telecom solutions to corporate customers and

national & international long distance services to carriers.

ENTERPRISE SERVICES

The group focuses on delivering telecommunications services as an integrated offering

including mobile, broadband & telephone, national and international long distance and

data connectivity services to corporate, small and medium scale enterprises.

The Company compliments its mobile and broadband & telephone services with national

and international long distance services. It has over 35,016 route kilometers of optic fiber

on its national long distance network. For international connectivity to east, it has a

submarine cable landing station. For international connectivity to the west, the Company

is a member of the South East Asia-Middle East-Western Europe – 4 (SEA-ME-WE-4)

consortiums along with 15 other global telecom operator

CHAPTER 2

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OBJECTIVE

To understand the recruitment process of different industrial sector and benchmarking the

process by taking few selected companies. And also to highlight the new trend in the

recruitment process and new approaches adopted by the companies.

Rationale of the Project

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‘Benchmarking of the Recruitment Process’ is a project which is undertaken with a prime

objective to understand the recruitment process of companies belonging to different

sector. In this project the major sector which is taken into consideration are the leading

industrial sectors of India like telecom, IT, FMCG, Engineering, Manufacturing etc. This

project is highlighting the difference in the recruitment approach of different companies.

How these companies prefer different sources of applicant pool, it is also highlighting

how they are different in the screening and selection process, the administering selection

tools of different companies and various techniques of sourcing of applicants. The project

is also focusing on the new approaches and new trends in the recruitment process of the

current scenario.

CHAPTER 3

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REVIEW OF LITURATURE

Today, in every organization personnel planning as an activity is necessary. It is

an important part of an organization. Human Resource Planning is a vital ingredient for

the success of the organization in the long run. There are certain ways that are to be

followed by every organization, which ensures that it has right number and kind of

people, at the right place and right time, so that organization can achieve its planned

objective. The objectives of Human Resource Department are Human Resource Planning,

Recruitment and Selection, Training and Development, Career planning, Transfer and

Promotion, Risk Management, Performance Appraisal and so on. Each objective needs

special attention and proper planning and implementation.

For Organization it is important to have a right person on a right job. Recruitment and

Selection plays a vital role in this situation. Shortage of skills and the use of new

technology are putting considerable pressure on how employers go about Recruiting and

Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and

Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment

and Selection process. This project includes Meaning and Definition of Recruitment and

Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process,

Recruitment Tips. Sources of Recruitment through which an Organization gets suitable

application. Scientific Recruitment and Selection, which an Organization should follow

for, right manpower. Job Analysis, which gives an idea about the requirement of the job.

Next is Selection process, which includes steps of Selection, Types of Test, Types of

Interview, Common Interview Problems and their Solutions. Approaches to Selection,

Scientific Selection Policy, Selection in India and problems. .

The phenomenal growth of the Indian economy in the recent past has intensified the war

for talent, putting pressure on the recruitment processes. However, Internet is bringing

radical changes in the recruitment arena, as companies are expanding their use of the

Internet as a recruitment tool to attract competent people, and thus, have competitive

advantage. In order to reap the maximum possible benefits of e-recruitment, employers

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must know how the job seekers perceive online recruitment processes, and what their

information needs are. The present study examines the perceptions of job seekers about e-

recruitments and their behavior towards them. It has been found that monster.com and

naukri.com are the two most popular job boards, and chat groups are the leading source

of information about job openings. A large percentage of the respondents frequently visit

job boards or corporate websites, use certain facilities offered by them, and check the

status of their applications submitted online. A majority of our survey participants hold

positive perceptions about various aspects of web recruitment. However, they are more

inclined towards using corporate websites, rather than job boards, for sending job

applications.

When utilizing traditional recruitment media, organizations are typically limited to

providing job seekers with information solely on their vacant positions. Organizational

recruitment websites, on the other hand, allow organizations to provide prospective

applicants with both job descriptions and other information about the organization.

However, little research exists regarding the impressions that viewers gain from

organizational recruitment websites. The present study identified aspects of recruitment

websites that may give rise to job seekers' perceptions of organizational culture. Results

indicated that both website design features and information about organizational values,

policies, awards, and goals affected viewers' perceptions of organizational culture.

This study reports the findings of survey data on recruitment and preemployment

selection methods in use by human resources departments in major companies in the

USA. In addition, data on use of online preemployment tests, currently and in the near

term future, were also collected. The analysis is based on responses from 151 firms. The

findings indicate that the majority of companies rely on traditional recruitment and

personnel selection techniques over the use of online assessment instruments. Personality

testing is popular in about 20% of the firms and one-fifth of the respondents plan to

implement online testing in the future. Furthermore, screening for honesty-integrity

(28.5%) and violence potential (22%) was found to be somewhat popular. It would be

helpful if future research could pinpoint the reservations that companies have about

online pre-employment tests.

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A series of the changes are being wrought on a range of IHRM functions –

recruitment, global staffing, management development and careers, and rewards – by the

process of globalization highlighting the difference between globally standardized,

optimized or localized HR processes. However, our theoretical understanding of the

issues involved is still driven by concepts rooted in global staffing strategies based on the

management of small cadres of international managers, such as expatriates. The

fragmentation of international employee populations and the changing structure and role

of international HR functions has raised three important questions. The first concerns the

study of globalization processes at functional level (staffing) and whether this can

provide useful insights for the IHRM literature. The second concerns the indicators that

best evidence globalization of staffing at the functional level, and whether these might

form the basis of useful future research. The third concerns the patterns or strategies

within the global HR recruitment activity of organizations across domestic and overseas

labour markets and whether these patterns can be explained by existing theory. .

Job seekers often use job advertisements presented during the early stages of Recruitment

to gather important information about potential employers. Content of these

advertisements as well as associated peripheral cues have the potential to influence job

seekers’ organizational attitudes. Using the elaboration likelihood model as a theoretical

framework, the authors proposed that job seekers’ previous work and job search

experience moderate the extent to which these job advertisement characteristics influence

attitudes towards organizations. Results suggest that the content of job advertisements

influence the organizational attitudes of experienced job seekers more than their

inexperienced counterparts. Additionally, the presence of peripheral cues (i.e. physical

attractiveness of those persons shown in recruitment material) appears to have a greater

effect on the organizational attractiveness perceptions of job seekers having less work

and job search experience versus those having more experience. Implications of the

findings regarding organizational recruitment practices are discussed.

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Public sector workforce recruitment is problematic, but the nature of that problem is not

clearly defined. Workforce recruitment is essentially a matching problem that requires

managers to recruit desired employees in available labor pools. This research asks

whether sectoral differences and competition for labor affect whether public managers

frame the major problem of workforce recruitment as the size, qualifications, or work

ethic of the labor pool. Using survey data from about 2,300 managers from two US states,

problem attributions are modeled using multinomial logit. The findings suggest that the

public and nonprofit sectors find it more problematic to recruit qualified employees than

the private sector, but public and nonprofit agencies hold a comparative advantage over

the private sector in recruiting employees with sufficient work ethic. Therefore, public

and nonprofit managers should emphasize retention and training to leverage their

comparative advantage in recruiting employees with work ethic while addressing a

comparative disadvantage in recruiting qualified employees.

While human resource (HR) activities have traditionally been performed internally the

outsourcing of HR practices is a rapidly increasing phenomenon. The accelerated rate of

HR outsourcing also corresponds to a sweeping change in which nontransactional

activities, such as recruitment, selection and training, are among the most outsourced HR

practices. This article investigates the outsourcing decisions of recruiting and selection

(R&S). It develops a predictive model based on efficiency drivers, rooted in transaction

cost economy (TCE), and competitive motivations, derived from the resource-based

view. The model has been tested in a sample of 276 medium and large enterprises in two

specific contexts: the outsourcing of administrative R&S practices (job advertisement and

pre-screening) and that of the more strategic R&S practices (colloquia and selection).

Findings confirm the relevance of both categories of predictors, but they reveal how

efficiency motivations are more important for the decisions to outsource administrative

R&S practices while competitive issues matter more for the strategic side of R&S

activity. Theoretical and managerial implications are offered on the basis of such

evidence.

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The frequency of discriminatory language in job advertisements placed by U.S.

multinational corporations operating in Mexico was compared with that of Mexican

companies using content analysis. A sample of 300 ads placed by companies from each

culture was analyzed and coded by two groups of coders to calculate the frequency of

discriminatory language in the job ads with respect to age, gender, physical appearance

and marital status. Results of a chi square analysis revealed that U.S. multinationals firms

in Mexico utilize discriminatory language in job ads less frequently in the categories of

age, gender and marital status. This result suggests that the legal and cultural framework

of the country of origin of U.S. enterprises in Mexico may be influencing their actual

recruitment practice in Mexico, and in turn, help them in setting a positive example of

non-discrimination in recruitment among their Mexican counterparts.

The article summarises findings from recent case study research into recruitment in small

firms. The research aims to ascertain whether small firms follow the procedures outlined

in the prescriptive literature on recruitment, and to what extent they rely on informal

recruitment methods. It finds little evidence of the adoption of the recommended

systematic procedures and a high use of “tried and trusted” methods including word-of-

mouth recruitment and the hiring of “known quantities”. The implications of this are

examined. While these methods have certain advantages, they may also give rise to a

number of problems. The study argues that the adoption of more formal procedures and

methods could reduce staff turnover in small firms and its associated costs. However, it

concludes that many small employers would remain unconvinced by the case for opening

up recruitment channels, and may find their existing approaches more cost effective in

the present scenario.

While human resource (HR) activities have traditionally been performed internally the

outsourcing of HR practices is a rapidly increasing phenomenon. The accelerated rate of

HR outsourcing also corresponds to a sweeping change in which nontransactional

activities, such as recruitment, selection and training, are among the most outsourced HR

17

practices. This article investigates the outsourcing decisions of recruiting and selection

(R&S). It develops a predictive model based on efficiency drivers, rooted in transaction

cost economy (TCE), and competitive motivations, derived from the resource-based

view. The model has been tested in a sample of 276 medium and large enterprises in two

specific contexts: the outsourcing of administrative R&S practices (job advertisement and

pre-screening) and that of the more strategic R&S practices (colloquia and selection).

Findings confirm the relevance of both categories of predictors, but they reveal how

efficiency motivations are more important for the decisions to outsource administrative

R&S practices while competitive issues matter more for the strategic side of R&S

activity. Theoretical and managerial implications are offered on the basis of such

evidence.

This article provides an account of an audit on the recruitment and selection systems and

procedures in place within a printing company based in the West Midlands (England). A

human resource audit (HRA) of generic benchmarks was developed from a literature

review. The audit subsequently was applied to establish the current position of the

company in the areas of recruitment and selection. The empirical investigation process

primarily consisted of content analysis of documents and the interviewing of 13 staff

within the company. As a result of the audit, the recruitment and selection processes,

systems and procedures were identified as ineffective. Consequently, an action plan was

developed as part of a quality improvement process and preparation for Investors in

People Award. As a result of the implementation of the recommendations, the culture of

the company and the staff should become more focused, systematic and of a higher

quality.

Purpose – The use of social networking web sites (SNWs), like Facebook and MySpace,

has become extremely popular, particularly with today's emerging workforce. Employers,

aware of this phenomenon, have begun to use the personal information available on

SNWs to make hiring decisions. The purpose of this paper is to examine the feasibility of

18

using applicant personal information currently available on SNWs to improve

employment selection decisions.

Findings – Based solely on viewing social networking profiles, judges are consistent in

their ratings across subjects and typically able to accurately distinguish high from low

performers. In addition, raters who are more intelligent and emotionally stable

outperformed their counterparts.

Practical implications – Human resource (HR) professionals are currently evaluating

social networking information prior to hiring applicants. Since SNWs contain substantial

personal information which could be argued to cause adverse impact, academic studies

are needed to determine whether SNWs can be reliable and valid predictors of important

organizational criteria.

Throughout Europe, recruitment tools appear remarkably similar. The tools most used

across Europe to recruit executives for a company are: application forms, employment

interviews and tests. How these vary across Europe is the purpose of the description

found in the article. However, behind the various application forms, the manner in which

selection interviews are conducted, and the uses made of certain tests, what emerges is

the attachment of these tools to the national cultures from which they issue. It is this

variety of these instruments and their modes of use which this article discusses

CHAPTER-4

METHODOLOGY

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RESEARCH METHOD

RESEARCH TYPE: Exploratory Research

SAMPLE SIZE: 6

TOOL USED: Interview Questionnaire (open ended questions)

SOURCES FOR PRIMARY DATA: Direct interview with the HR recruiter

SOURCES FOR SECONDARY DATA: Published article

News paper

Internet

PROCESSING OF DATA: A comprehensive study of the primary and secondary data

and achieving the objective through analysis of the available data.

CHAPTER 5

BACKGROUND OF THE STUDY

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RECRUITMENT PROCESS

MEANING:

RECRUITMENT

Recruitment means to estimate the available vacancies and to make

suitable arrangements for their selection and appointment. Recruitment is

understood as the process of searching for and obtaining applicants for the

jobs, from among whom the right people can be selected. A formal definition

states, “It is the process of finding and attracting capable applicants for the employment.

The process begins when new recruits are sought and ends when their applicants are

submitted. The result is a pool of applicants from which new employees are selected”. In

this, the available vacancies are given wide publicity and suitable candidates are

encouraged to submit applications so as to have a pool of eligible candidates for scientific

selection. In recruitment, information is collected from interested candidates. For this

different source such as newspaper advertisement, employment exchanges, internal

promotion, etc.are used. In the recruitment, a pool of eligible and interested

candidates is created for selection of most suitable candidates.

Recruitment represents the first contact that a company makes with

potential employees

Definition:

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According to EDWIN FLIPPO,”Recruitment is the process of searching

for prospective employees and stimulating them to apply for jobs in the

organization.”

1.2 Need for recruitment

The need for recruitment may be due to the following reasons / situation:

a) Vacancies due to promotions, transfer, retirement, termination,

permanent disability, death and laour turnover.

b) Creation of new vacancies due to the growth, expansion and

diversification of business activities of an enterprise. In addition, new

vacancies are possible due to job specification.

Purpose and importance of Recruitment:

1. Determine the present and future requirements of the organization

on conjunction with its personnel-planning and job analysis

activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing

the number of visibly under qualified or overqualified job

applicants.

4. Help reduce the probability that job applicants, once recruited and

selected, will leave the organization only after a short period of

time.

5. Meet the organization’s legal and social obligations regarding the

composition of its work force.

6. Begin identifying and preparing potential job applicants who will be

appropriate candidates.

7. Increase organizational and individual effectiveness in the short

term and long term.

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8. Evaluate the effectiveness of various recruiting techniques and

sources for all types of job applicants

Recruitment is a positive function in which publicity is given to the jobs

available in the organization interested candidates are encouraged to

submit applications for the purpose of selection.

Recruitment represents the first contact that a company makes with

potential employees. It is through recruitment that many individuals will

come to know a company, and eventually decided whether they wish to

work for it . A well-planned and well-managed

recruiting effort will result in high quality applicants, whereas, a

haphazard and piecemeal efforts will result in mediocre ones.

Unscientific Recruitment and Selection:

Previously, the selection of candidates was influenced by superstitions,

beliefs, personal prejudices of managers looking after the recruitment and

selection of the staff.

The net result of such unscientific recruitment and selection are:

(a) Low productivity of labour

(b) High turnover

(c) Excessive wastage of raw materials

(d) More accidents and corresponding loss to the organization

(e) Inefficient working of the whole organization and finally

(f) Ineffective executive of training and management development

programs

Scientific recruitment and selection

The importance of selection recruitment and selection of staff is now

accepted in the business world. Selection is important as it has its impact

on work performance and employee cost. As result scientific methods of

recruitment and selection are extensively for the selection of managers

and the supervisory staff. The assistance of experts such as industrial

psychologist and management consultants are also taken for the purpose of

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scientific selection. As a result, the objective of “right man for the right

job” is achieved in many organizations. Moreover, “right job” is the basic

principle in manpower procurement.

1.3 RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers

so as to build a pool of qualified job applicants. The process comprises

five interrelated stages, viz,

1. Planning.

2. Strategy development.

3. Searching.

4. Screening.

5. Evaluation and control.

The ideal recruitment programme is the one that attracts a relatively

larger number of qualified applicants who will survive the screening

process and accept positions with the organization, when offered.

Recruitment programmes can miss the ideal in many ways i.e. by failing to

attract an adequate applicant pool, by under/over selling the organization

or by inadequate screening applicants before they enter the selection

process. Thus, to approach the ideal, individuals responsible for the

recruitment process must know how many and what types of employees

are needed, where and how to look for the individuals with the appropriate

qualifications and interests, what inducement to use for various types of

applicants groups, how to distinguish applicants who are qualified from

those who have a reasonable chance of success and how to evaluate their

work.

STAGE 1:

RECRUITMENT PLANNING:

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The first stage in the recruitment process is planning. Planning

involves the translation of likely job vacancies and information about the

nature of these jobs into set of objectives or targets that specify the (1)

Numbers and (2) Types of applicants to be contacted.

Numbers of contact :

Organization, nearly always, plan to attract more applicants than they will

hire. Some of those contacted will be uninterested, unqualified or both.

Each time a recruitment Programme is contemplated, one task is to

estimate the number of applicants necessary to fill all vacancies with the

qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed about job

openings. The type of people depends on the tasks and responsibilities

involved and the qualifications and experience expected. These details are

available through job description and job specification.

STAGE 2:

STRATEGY DEVELOPMENT :

When it is estimated that what types of recruitment and how many

are required then one has concentrate in (1). Make or Buy employees. (2).

Technological sophistication of recruitment and selection devices. (3).

Geographical distribution of labour markets comprising job seekers. (4).

Sources of recruitment. (5). Sequencing the activities in the recruitment

process.

‘Make’ or ‘Buy’:

25

Organization must decide whether to hire le skilled employees and invest

on training and education programmes, or they can hire skilled labour and

professional. Essentially, this is the ‘make’ or ‘buy’ decision.

Organizations, which hire skilled and professionals shall have to pay more

for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used in recruitment

and selection. This decision is mainly influenced by the available technology. The advent

of computers has made it possible for employers to scan national and international

applicant qualification. Although impersonal, computers have given employers and ob

seekers a wider scope of options in the initial screening stage..

STAGE 3:

SEARCHNG:

Once a recruitment plan and strategy are worked out, the search

process can begin. Search involves two steps

A). Source activation and

B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the

issuance of an employee requisition. This means that no actual recruiting

takes place until lone managers have verified that vacancy does exist or

will exist.

If the organization has planned well and done a good job of

developing its sources and search methods, activation soon results in a

flood of applications and/or resumes.

The application received must be screened. Those who pass have to

be contacted and invited for interview. Unsuccessful applicants must be

sent letter of regret.

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B). SELLING:

A second issue to be addressed in the searching process concerns

communications. Here, organization walks tightrope. On one hand, they

want to do whatever they can to attract desirable applicants. On the other

hand, they must resist the temptation of overselling their virtues.

STEP 4:

SCREENING:

Screening of applicants can be regarded as an integral part of the recruiting

process, though many view it as the first step in the selection process. Even the definition

on recruitment, we quoted in the beginning of this chapter, excludes screening from its

scope. However, we have included screening in recruitment for valid reasons. The

selection process will begin after the applications have been scrutinized and short-listed.

Hiring of professors in a university is a typical situation. Application received in response

to advertisements is screened and only eligible applicants are called for an interview. A

selection committee comprising the Vice-chancellor, Registrar and subject experts

conducts interview. Here, the recruitment process extends up to screening the

applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process,

at an early stage, those applicants who are visibly unqualified for the job.

Effective screening can save a great deal of time and money. Care must be

exercised, however, to assure that potentially good employees are not

rejected without justification.

In screening, clear job specifications are invaluable. It is both good practice and a

legal necessity that applicant’s qualification is judged on the basis of their knowledge,

skills, abilities and interest required to do the job. The techniques used to screen

applicants vary depending on the candidate sources and recruiting methods used.

27

Interview and application blanks may be used to screen walk-ins. Campus recruiters and

agency representatives use interviews and resumes. Reference checks are also useful in

screening.

STAGE 5:

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in

the recruitment process. The costs generally incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description,

job specifications, advertisements, agency liaison and so forth.

3. The cost of advertisements or other recruitment methods, that is,

agency fees.

4. Recruitment overheads and administrative expenses.

Sources of Recruitment

OURCES OF MANAGERIAL RECRUITMENT

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INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

(Advertisement) & private employment exchanges

4) Retirement 4) Deputation of personnel or transfer

from one enterprise to another

5) Recall 5) Management training schemes

6) Former employees 6) Walk-ins, write-ins, talk-ins

7) Miscellaneous external sources

The sources of recruitment can be broadly categorized into internal and

external sources-

Internal Recruitment – Internal recruitment seeks applicants for

positions from within the company. The various internal sources

include:

Promotions and Transfers –

Promotion is an effective means using job posting and

personnel records. Job posting requires notifying vacant positions by

posting notices, circulating publications or announcing at staff

meetings and inviting employees to apply. Personnel records help

discover employees who are doing jobs below their educational

qualifications or skill levels. Promotions has many advantages like it is

good public relations, builds morale, encourages competent individuals

who are ambitious, improves the probability of good selection since

information on the individual’s performance is readily available, is

29

cheaper than going outside to recruit, those chosen internally are

familiar with the organization thus reducing the orientation time and

energy and also acts as a training device for developing middle-level

and top-level managers. However, promotions restrict the field of

selection preventing fresh blood & ideas from entering the

organization. It also leads to inbreeding in the organization. Transfers

are also important in providing employees with a broad-based view of

the organization, necessary for future promotions.

Employee referrals-

Employees can develop good prospects for their families and

friends by acquainting them with the advantages of a job with the

company, furnishing them with introduction and encouraging them to

apply. This is a very effective means as many qualified people can be

reached at a very low cost to the company. The other advantages are

that the employees would bring only those referrals that they feel

would be able to fit in the organization based on their own experience.

The organization can be assured of the reliability and the character of

the referrals. In this way, the organization can also fulfill social

obligations and create goodwill.

Former Employees-

These include retired employees who are willing to work on a part-time

basis, individuals who left work and are willing to come back for

higher compensations. Even retrenched employees are taken up once

again. The advantage here is that the people are already known to the

organization and there is no need to find out their past performance

and character. Also, there is no need of an orientation programme for

them, since they are familiar with the organization.

Dependents of deceased employees-

30

Usually, banks follow this policy. If an employee dies, his /

her spouse or son or daughter is recruited in their place. This is usually

an effective way to fulfill social obligation and create goodwill.

Recalls : -

When management faces a problem, which can be solved only by a

manager who has proceeded on long leave, it may de decided to recall

that persons after the problem is solved, his leave may be extended.

Retirements : -

At times, management may not find suitable candidates in place of the

one who had retired, after meritorious service. Under the

circumstances, management may decide to call retired managers with

new extension.

Internal notification (advertisement) : -

Sometimes, management issues an internal notification for the benefit

of existing employees. Most employees know from their own

experience about the requirement of the job and what sort of person the

company is looking for. Often employees have friends or acquaintances

who meet these requirements. Suitable persons are appointed at the

vacant posts.

(II) External Recruitment – External recruitment seeks applicants for

positions from sources outside the company. They have outnumbered the

internal methods. The various external sources include

Professional or Trade Associations:-

Many associations provide placement service to its

members. It consists of compiling job seeker’s lists and providing

31

access to members during regional or national conventions. Also, the

publications of these associations carry classified advertisements from

employers interested in recruiting their members. These are

particularly useful for attracting highly educated, experienced or

skilled personnel. Also, the recruiters can zero on in specific job

seekers, especially for hard-to-fill technical posts.

Advertisements:-

It is a popular method of seeking recruits, as many recruiters

prefer advertisements because of their wide reach. Want ads describe

the job benefits, identify the employer and tell those interested how to

apply. Newspaper is the most common medium but for highly

specialized recruits, advertisements may be placed in professional or

business journals. Advertisements must contain proper information like

the job content, working conditions, location of job, compensation

including fringe benefits, job specifications, growth aspects, etc. The

advertisement has to sell the idea that the company and job are perfect

for the candidate. Recruitment advertisements can also serve as

corporate advertisements to build company’ image. It also cost

effective.

Employment Exchanges:-

Employment Exchanges have been set up all over the country

in deference to the provision of the Employment Exchanges

(Compulsory Notification of Vacancies) Act, 1959.

The Act applies to all industrial establishments having 25 workers or

more each. The Act requires all the industrial establishments to notify

the vacancies before they are filled. The major functions of the

exchanges are to increase the pool of possible applicants and to do the

preliminary screening. Thus, employment exchanges act as a link

32

between the employers and the prospective employees. These offices

are particularly useful to in recruiting blue-collar, white collar and

technical workers.

Campus Recruitments:-

Colleges, universities, research laboratories, sports fields

and institutes are fertile ground for recruiters, particularly the

institutes. Campus Recruitment is going global with companies like

HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance

looking for global markets. Some companies recruit a given number of

candidates from these institutes every year. Campus recruitment is so

much sought after that each college; university department or institute

will have a placement officer to handle recruitment functions.

However, it is often an expensive process, even if recruiting process

produces job offers and acceptances eventually. A majority leave the

organization within the first five years of their employment. Yet, it is a

major source of recruitment for prestigious companies.

Walk-ins, Write-ins and Talk-ins-

The most common and least expensive approach for candidates is

direct applications, in which job seekers submit unsolicited application

letters or resumes. Direct applications can also provide a pool of

potential employees to meet future needs. From employees’ viewpoint,

walk-ins are preferable as they are free from the hassles associated

with other methods of recruitment. While direct applications are

particularly effective in filling entry-level and unskilled vacancies,

some organizations compile pools of potential employees from direct

applications for skilled positions. Write-ins are those who send written

enquiries. These jobseekers are asked to complete application forms for

further processing. Talk-ins involves the job aspirants meeting the

recruiter (on an appropriated date) for detailed talks. No application is

required to be submitted to the recruiter.

33

Contractors:-

They are used to recruit casual workers. The names of the

workers are not entered in the company records and, to this extent;

difficulties experienced in maintaining permanent workers are avoided.

Consultants:-

They are in the profession for recruiting and selecting

managerial and executive personnel. They are useful as they have

nationwide contacts and lend professionalism to the hiring process.

They also keep prospective employer and employee anonymous.

However, the cost can be a deterrent factor.

Head Hunters:-

They are useful in specialized and skilled candidate working

in a particular company. An agent is sent to represent the recruiting

company and offer is made to the candidate. This is a useful source

when both the companies involved are in the same field, and the

employee is reluctant to take the offer since he fears, that his company

is testing his loyalty.

Radio, Television and Internet:-

Radio and television are used to reach certain types of job

applicants such as skilled workers. Radio and television are used but

sparingly, and that too, by government departments only. Companies in

the private sector are hesitant to use the media because of high costs

and also because they fear that such advertising will make the

companies look desperate and damage their conservative image.

Competitors:-

This method is popularly known as “poaching” or “raiding”

which involves identifying the right people in rival companies,

34

offering them better terms and luring them away. For instance, several

executives of HMT left to join Titan Watch Company. There are legal

and ethical issues involved in raiding rival firms for potential

candidates. employer.

Mergers and Acquisitions:-

When organizations combine, they have a pool of employees,

out of whom some may not be necessary any longer. As a result, the

new organization has, in effect, a pool of qualified job applicants. As a

result, new jobs may be created. Both new and old jobs may be readily

staffed by drawing the best-qualified applicants from this employee

pool.

SELECTION

Selection is defined as the process of differentiating between applicants in

order to identify (and hire) those with a greater likelihood of success in a

job.

Selection is basically picking an applicant from (a pool of applicants) who

has the appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply

for a job. And Selection is selecting the right candidate from the pool of

applicant.

SELECTION PROCESS

Selection is along process, commencing from the preliminary interview of the applicants

and ending with the contract of employment.

35

Environment factor affecting selection : -

Selection is influenced by several factors. More prominent among them

are supply and demand of specific skills in the labour market,

unemployment rate, labour- market conditions, legal and political

considerations, company’s image, company’s policy, human resources

planning and cost of hiring. The last three constitute the internal

environment and the remaining form the external environment of selection

process.

STEP 1 : -

PRELIMINARY INTERVIEW

The applicants received from job seekers would be subject to

scrutiny so as to eliminate unqualified applicants. This is usually followed

by a preliminary interview the purpose of which is more or less the same

as scrutiny of application, that is, eliminate of unqualified applicants.

Scrutiny enables the HR specialists to eliminate unqualified jobseekers

based on the information supplied in their application forms. Preliminary

interview, on the other hand, helps reject misfits for reason, which did not

appear in the application forms. Besides, preliminary interview, often

called ‘courtesy interview’, is a good public relation exercise.

STEP 2 : -

SELECTION TEST:

Job seekers who pass the screening and the preliminary interview are

called for tests. Different types of tests may be administered, depending

on the job and the company. Generally, tests are used to determine the

applicant’s ability, aptitude and personality.

The following are the type of tests taken:

1). Ability tests : -

Assist in determining how well an individual can perform tasks

related to the job. An excellent illustration of this is the typing tests

36

given to a prospective employer for secretarial job. Also called as

‘ACHEIVEMENT TESTS’. It is concerned with what one has

accomplished. When applicant claims to know something, an

achievement test is taken to measure how well they know it. Trade

tests are the most common type of achievement test given. Questions

have been prepared and tested for such trades as asbestos worker,

punch-press operators, electricians and machinists. There are, of

course, many unstandardised achievement tests given in industries,

such as typing or dictation tests for an applicant for a stenographic

position.

2). Aptitude test : -

Aptitude tests measure whether an individuals has the capacity or latent ability to

learn a given job if given adequate training. The use of aptitude test is advisable when

an applicant has had little or no experience along the line of the job opening. Aptitudes

tests help determine a person’s potential to learn in a given area. An example of such

test is the general management aptitude tests (GMAT), which many business students

take prior to gaining admission to a graduate business school programme.Aptitude test

indicates the ability or fitness of an individual to engage successfully in any number of

specialized activities. They cover such areas clerical aptitude, numerical aptitude,

mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These

tests help to detect positive negative points in a person’s sensory or intellectual ability.

They focus attention on a particular type of talent such as learning or reasoning in

respect of a particular field of work.

Forms of aptitude test:

1. Mental or intelligence tests :

37

They measure the overall intellectual ability of a

person and enable to know whether the person has the mental

ability to deal with certain problems.

2. Mechanical aptitude tests :

They measure the ability of a person to learn a

particular type of mechanical work. These tests helps to

measure specialized technical knowledge and problem solving

abilities if the candidate. They are useful in selection of

mechanics, maintenance workers, etc.

3. Psychomotor or skills tests :

They are those, which measure a person’s ability to do

a specific job. Such tests are conducted in respect of semi-

skilled and repetitive jobs such as packing, testing and

inspection, etc.

3). Intelligence test :

This test helps to evaluate traits of intelligence. Mental ability, presence of mind

(alertness), numerical ability, memory and such other aspects can be measured.The

intelligence is probably the most widely administered standardized test in industry. It is

taken to judge numerical, skills, reasoning, memory and such other abilities.

5). Personality Test :

The importance of personality to job success is undeniable. Often an

individual who possesses the intelligence, aptitude and experience for

certain has failed because of inability to get along with and motivate other

people.

It is conducted to judge maturity, social or interpersonal skills, behavior

under stress and strain, etc. this test is very much essential on case of

38

selection of sales force, public relation staff, etc. where personality plays

an important role.

Personality tests are similar to interest tests in that they, also, involve a

serious problem of obtaining an honest answer.

6). Projective Test :

This test requires interpretation of problems or situations. For example, a

photograph or a picture can be shown to the candidates and they are asked

to give their views, and opinions about the picture.

7). General knowledge Test :

Now days G.K. Tests are very common to find general awareness of the

candidates in the field of sports, politics, world affairs, current affairs.

8). Perception Test :

At times perception tests can be conducted to find out beliefs, attitudes,

and mental sharpness.etc.

9). Graphology Test :

It is designed to analyze the handwriting of individual. It has been said

that an individual’s handwriting can suggest the degree of energy,

inhibition and spontaneity, as well as disclose the idiosyncrasies and

elements of balance and control. For example, big letters and emphasis on

capital letters indicate a tendency towards domination and

competitiveness. A slant to the right, moderate pressure and good

legibility show leadership potential.

10). Polygraph Test :

39

Polygraph is a lie detector, which is designed to ensure accuracy of the

information given in the applications. Department store, banks, treasury

offices and jewellery shops, that is, those highly vulnerable to theft or

swindling may find polygraph tests useful.

11). Medical Test:

It reveals physical fitness of a candidate. With the development of

technology, medical tests have become diversified. Medical servicing

helps measure and monitor a candidate’s physical resilience upon

exposure to hazardous chemicals.

STEP 3 : -

INTERVIEW:

The next step in the selection process is an interview. Interview is

formal, in-depth conversation conducted to evaluate the applicant’s

acceptability. It is considered to be excellent selection device. It is face-

to-face exchange of view, ideas and opinion between the candidates and

interviewers. Basically, interview is nothing but an oral examination of

candidates. Interview can be adapted to unskilled, skilled, managerial and

profession employees.

Objectives of interview : -

Interview has at least three objectives and they are a follows: -

1) Helps obtain additional information from the applicants

2) Facilitates giving general information to the applicants such as

company policies, job, products manufactured and the like

3) Helps build the company’s image among the applicants.

Types of interview: -

40

Interviews can be of different types. There interviews employed by the

companies.

Following are the various types of interview: -

1) Informal Interview :

An informal interview is an oral interview and may take place

anywhere. The employee or the manager or the personnel manager may

ask a few almost inconsequential questions like name, place of birth,

names of relatives etc. either in their respective offices or anywhere

outside the plant of company. It id not planned and nobody prepares for

it . This is used widely when the labour market is tight and when you

need workers badly.

2) Formal Interview :

Formal interviews may be held in the employment office by his

employment office in a more formal atmosphere, with the help of well

structured questions, the time and place of the interview will be

stipulated by the employment office.

3) Non-directive Interview :

Non-directive interview or unstructured interview is designed to let the

interviewee speak his mind freely. The interviewer has no formal or

directive questions, but his all attention is to the candidate. He

encourages the candidate to talk by a little prodding whenever he is

silent e.g. “Mr. Ray, please tell us about yourself after your graduated

from high school”.

The idea is o give the candidate complete freedom to “sell” himself,

without the encumbrances of the interviewer’s question. But the

interviewer must be of higher caliber and must guide and relate the

information given by the applicant to the objective of the interview.

41

4) Depth Interview :

It is designed to intensely examine the candidate’s background and

thinking and to go into considerable detail on particular subjects of an

important nature and of special interest to the candidates. For example,

if the candidate says that he is interested in tennis, a series of questions

may be asked to test the depth of understanding and interest of the

candidate. These probing questions must be asked with tact and through

exhaustive analysis; it is possible to get a good picture of the candidate.

5) Stress Interview :

It is designed to test the candidate and his conduct and behavior by

him under conditions of stress and strain. The interviewer may start

with “Mr. Joseph, we do not think your qualifications and experience

are adequate for this position,’ and watch the reaction of the candidates.

A good candidates will not yield, on the contrary he may substantiate

why he is qualified to handle the job.

This type of interview is borrowed from the Military organization and

this is very useful to test behaviour of individuals when they are faced

with disagreeable and trying situations.

6) Group Interview :

It is designed to save busy executive’s time and to see how the

candidates may be brought together in the employment office and

they may be interviewed.

7) Panel Interview :

A panel or interviewing board or selection committee may interview

the candidate, usually in the case of supervisory and managerial

positions. This type of interview pools the collective judgment and

wisdom of the panel in the assessment of the candidate and also in

questioning the faculties of the candidate.

42

8) Sequential Interview :

The sequential interview takes the one-to-one a step further and

involves a series of interview, usually utilizing the strength and

knowledgebase of each interviewer, so that each interviewer can ask

questions in relation to his or her subject area of each candidate, as

the candidate moves from room to room.

9) Structures Interview :

In a structured interview, the interviewer uses preset standardized

questions, which are put to all the interviewees. This interview is

also called as ‘Guided’ or ‘Patterned’ interview. It is useful for valid

results, especially when dealing with the large number of applicant

10) Unstructured Interview:

It is also known as ‘Unpatterned’ interview, the interview is largely

unplanned and the interviewee does most of the talking. Unguided

interview is advantageous in as much as it leads to a friendly

conversation between the interviewer and the interviewee and in the

process, the later reveals more of his or her desire and problems. But

the Unpatterned interview lacks uniformity and worse, this approach

may overlook key areas of the applicant’s skills or background. It is

useful when the interviewer tries to probe personal details of the

candidate it analyse why they are not right for the job.

11) Mixed Interview:

In practice, the interviewer while interviewing the job seekers uses a

blend of structured and structured and unstructured questions. This

approach is called the Mixed Interview. The structured questions

provide a base of interview more conventional and permit greater

insights into the unique differences between applicants.

43

12) Impromptu Interviews:

This interview commonly occurs when employers are approached

directly and tends to be very informal and unstructured. Applicants

should be prepared at all t imes for on-the-spot interviews, especially

in situations such as a job fair or a cold call. It is an ideal time for

employers to ask the candidate some basic questions to determine

whether he/she may be interested in formally interviewing the

candidate.

14) Telephone Interviews :

Have a copy of your resume and any points you want to remember to

say nearby. If you are on your home telephone, make sure that all

roommates or family members are aware of the interview (no loud

stereos, barking dogs etc.). Speak a bit slower than usual. It is

crucial that you convey your enthusiasm verbally, since the

interviewer cannot see your face. If there are pauses, do not worry;

the interviewer is likely just taking some notes.

15) Second Interviews:

Job seekers are invited back after they have passed the first initial

interview. Middle or senior management generally conducts the second

interview, together or separately. Applicants can expect more in-depth

questions, and the employer will be expecting a greater level of

preparation on the part of the candidates.

STEP 4 : -

REFERENCE CHECK:-

44

Many employers request names, addresses, and telephone

numbers of references for the purpose of verifying information

and perhaps, gaining additional background information on an

applicant. Although listed on the application form, references are

not usually checked until an applicant has successfully reached the

fourth stage of a sequential selection process. When the labour

market is very tight, organizations sometimes hire applicants before

checking references. Previous employers, known as public figures,

university professors, neighbors or friends can act as references.

Previous employers are preferable because they are already aware of

the applicant’s performance. But, the problem with this reference is

the tendency on the part of the previous employers to over-rate the

applicant’s performance just to get rid of the person.

Organizations normally seek letters of reference or telephone

references. The latter is advantageous because of its accuracy and

low cost.

STEP 5 : -

SELECTION DECISION:-

After obtaining information through the preceding steps, selection

decision- the most critical of all the steps- must be made. The other

stages in the selection process have been used to narrow the number

of the candidates. The final decision has to be made the pool of

individuals who pas the tests, interviews and reference checks.

The view of the line manager will be generally considered in the

final selection because it is he/she who is responsible for the

performance of the new employee. The HR manager plays a crucial

role in the final selection.

STEP 6 : -

PHYSICAL EXAMINATION : -

45

After the selection decision and before the job offer is made, the

candidate is required to undergo a physical fitness test. A job

offer is, often, contingent upon the candidate being declared fit

after the physical examination. The results of the medical fitness

test are recorded in a statement and are preserved in the personnel

records. There are several objectives behind a physical test.

Obviously, one reason for a physical test is to detect if the

individual carries any infectious disease. Secondly, the test

assists in determining whether an applicant is physically fit to

perform the work. Thirdly, the physical examination information

can be used to determine if there are certain physical capabilities,

which differentiate successful and less successful employees.

Fourth, medical check-up protects applicants with health defects

from undertaking work that could be detrimental to them or might

otherwise endanger the employer’s property.

STEP 7 : -

JOB OFFER : -

The next step in the selection process is job offer to those

applicants who have crossed all the previous hurdles. Job offer is

made through a letter of appointed. Such a letter generally

contains a date by which the appointee must report on duty. The

appointee must be given reasonable time for reporting. Thos is

particularly necessary when he or she is already in employment,

in which case the appointee is required to obtain a relieving

certificate from the previous employer. Again, a new job may

require movement to another city, which means considerable

preparation, and movement of property.

STEP 8 : -

CONTRACT OF EMPLOYMENT : -

46

After the job offer has bee mad and candidates accept the

offer, certain documents need to be executed by the employer and

the candidate. One such document is the attestation form. This

form contains vital details about the candidate, which are

authenticated and attested by him/her. Attestation form will be a

valid record for the future reference

STEP 9 : -

CONCLUDING THE SELECTION PROCESS : -

Contrary to popular perception, the selection process will not

end with executing the employment contract. There is another step –

amore sensitive one reassuring those candidates who have not

selected, not because of any serious deficiencies in their

personality, but because their profile did not match the requirement

of the organization. They must be told that those who were selected

were done purely on relative merit.

STEP 10 : -

EVALUATION OF SELECTION PROGRAMME : -

The broad test of the effectiveness of the selection process is

the quality of the personnel hired. An organization must have

competent and committed personnel. The selection process, if

properly done, will ensure availability of such employees. How to

evaluate the effectiveness of a selection programme? A periodic

audit is the answer. People who work independent of HR department

must conduct audit. The table below contains an outline that

highlights the areas and questions to be covered in a systematic

evaluation

CHAPTER 6

DATA COLLETION

47

BHARTI AIRTEL

Airtel comes to you from Bharti Airtel Limited, one of Asia’s leading integrated telecom

services providers with operations in India, Sri Lanka and Bangladesh. Bharti Airtel since

its inception has been at the forefront of technology and has pioneered several

innovations in the telecom sector.

The company is structured into four strategic business units - Mobile, Telemedia,

Enterprise and Digital TV. The mobile business offers services in India, Sri Lanka and

Bangladesh. The Telemedia business provides broadband, IPTV and telephone services

in 89 Indian cities. The Digital TV business provides Direct-to-Home TV services across

India. The Enterprise business provides end-to-end telecom solutions to corporate

customers and national and international long distance services to telcos.

Company Profile

We are one of Asia’s leading providers of telecommunication services with presence in

all the 22 licensed jurisdictions (also known as Telecom Circles) in India, and in Srilanka.

We served an aggregate of 130,686,172 customers as of March 31, 2010, in India; of

whom 127,619,314 subscribe to our GSM services and 3,066,858 use our Telemedia

Services either for voice and/or broadband access delivered through DSL.

ACCENTURE

48

Accenture is a global management consulting, technology services and outsourcing

company. Combining unparalleled experience, comprehensive capabilities across all

industries and business functions, and extensive research on the world's most successful

companies, Accenture collaborates with clients to help them become high-performance

businesses and governments.

Accenture is a global management consulting, technology services and outsourcing

company. Combining unparalleled experience, comprehensive capabilities across all

industries and business functions, and extensive research on the world’s most successful

companies, Accenture collaborates with clients to help them become high-performance

businesses and governments. With more than 181,000 people serving clients in more than

120 countries, the company generated net revenues of US$21.58 billion for the fiscal year

ended Aug. 31, 2009. There "high performance business" strategy builds on expertise in

consulting, technology and outsourcing to help clients perform at the highest levels so

they can create sustainable value for their customers and shareholders. Using industry

knowledge, service-offering expertise and technology capabilities, we identify new

business and technology trends and develop solutions to help clients around the world:

Enter new markets.

Increase revenues in existing markets.

Improve operational performance.

Deliver their products and services more effectively and efficiently. By enhancing our

consulting and outsourcing expertise with alliances and other capabilities, the company

helps moveing clients forward in every part of their businesses, from strategic planning to

day-to-day operations. With more than 181,000 people serving clients in more than 120

countries, deep industry and business process expertise, broad global resources and a

proven track record, Accenture can mobilize the right people, skills and technologies to

help clients improve their performance.

Luminous Engineering & Technology Services Private Limited

49

Luminous ETS Vision

We want to be among the top engineering design support services companies in India in

the next few years, providing quality engineering services to a global customer base in

our chosen domains.

About the Company

LUMINOUS Engineering & Technology Services Private Limited - Pronounced

"Luminous ETS" is a rising organization providing solutions in the domains of

Multidisciplinary Engineering Design & Geometrics Services to global market. It

is one of the fastest growing Engineering Services Off-shoring vendors in India.

Luminous ETS is a part of SAR Group. The flagship business, Luminous Power

Technologies, with a pan India presence, is one of India's leading manufacturers

and marketers of power technology products and appliances. Our technical expertise

and cost effective solutions have made us a noteworthy player in the industry that help us

hold consistent client appreciation and satisfaction. We always serve out clients keeping

their interests paramount in every project undertaken. Luminous ETS commitment to

meet the expectations and requirements is based on two key principles of the state of the

art technology and quality adherence. With a team of progressive & experienced

Engineers, GIS & Software Professionals, Luminous ETS constantly strives to offer

value to clients in the form of domain expertise, technical knowledge and process

orientation.

We are now completely geared up for the next level in Engineering & Geometrics

Services Off-shoring domain. At the time when continuous evolution has become an

imperative for all organizations on global arena, we have already started believing in the

pristine idea of Evolve-Enable-Excel. Our growth plans has lucid reflection of this

philosophy propounding reciprocal growth of our business partners as well.

Boom Systems Private Limited –

50

BSPL Group is an upcoming and committed group having presently the core competence

in the field of:-

Energy Development

Detailed Engineering cum DPR Consultancy from Concept to Commissioning

Total Power Project Engineering / O&M services and trouble shooting

Design, Manufacture & Supply of E&M Equipments for Hydro Power Plants

Company has built a strong, efficient and skilled team of dedicated engineers and

controllers, who can now tackle all aspects and disciplines of power generation,

transmission, distribution and On-Site & Off-Site Project Management and Single point

solution provider in Hydro Power Development.

NESTLE INDIA

Nestlé India is a subsidiary of Nestlé S.A of Switzerland. With seven factories and a large

number of co-packers, Nestlé India is a vibrant Company that provides consumers in

India with products of global standards and is committed to long-term sustainable growth

a shareholder satisfaction. The Company insists on honesty, integrity and fairness in all

aspects of its business and expects the same in its relationships. This has earned it the

trust and respect of every strata of society that it comes in contact with and is

acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top

Wealth Creators of India'.

NESTLE INDIA OVERVIEW

Nestlé’s relationship with India dates back to 1912, when it began trading as The Nestlé

Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished

products in the Indian market. After India’s independence in 1947, the economic policies

of the Indian Government emphasized the need for local production. Nestlé responded to

India’s aspirations by forming a company in India and set up its first factory in 1961 at

Moga, Punjab, where the Government wanted Nestlé to develop the milk economy.

Progress in Moga required the introduction of Nestlé’s Agricultural Services to educate,

advise and help the farmer in a variety of aspects. From increasing the milk yield of their

cows through improved dairy farming methods, to irrigation, scientific crop management

51

practices and helping with the procurement of bank loans. Nestlé set up milk collection

canters that would not only ensure prompt collection and pay fair prices, but also instill

amongst the community, a confidence in the dairy business. Progress involved the

creation of prosperity on an on-going and sustainable basis that has resulted in not just

the transformation of Moga into a prosperous and vibrant milk district today, but a

thriving hub of industrial activity, as well. For more on Nestlé Agricultural Services.

NESTLE BRANDS

Milk Products & Nutrition: From shelf-stable solution to chilled dairy

Prepared Dishes & Cooking Aids : Preparing well balanced meals is a snap with Nestlé

Beverages drink to: An active life with Nestlé Beverage

Chocolates & Confectionery: Delighting the senses with a range of tastes and textures

PEPSI

Mission and Vision

At PepsiCo, we believe being a responsible corporate citizen is not only the right thing to

do, but the right thing to do for our business.

Our mission is to be the world's premier consumer Products Company focused on

convenient foods and beverages. We seek to produce financial rewards to investors as we

provide opportunities for growth and enrichment to our employees, our business partners

and the communities in which we operate. And in everything we do, we strive for

honesty, fairness and integrity.

Vision

"PepsiCo's responsibility is to continually improve all aspects of the world in which we

operate - environment, social, economic - creating a better tomorrow than today."

Our vision is put into action through programs and a focus on environmental stewardship,

activities to benefit society, and a commitment to build shareholder value by making

PepsiCo a truly sustainable company.

Performance with Purpose

52

http://www.nestle.in/MilkProduct.aspx?OB=1&id=65

http://www.nestle.in/ChocolatesConf.aspx?OB=4&id=65

http://www.nestle.in/PreparedDishes_CookingAids.aspx?OB=3&id=134

At PepsiCo, we're committed to achieving business and financial success while leaving a

positive imprint on society - delivering what we call Performance with Purpose.

Our approach to superior financial performance is straightforward - drive shareholder

value. By addressing social and environmental issues, we also deliver on our purpose

agenda, which consists of human, environmental, and talent sustainability.

KPMG

ABOUT THE COMPANY

KPMG in India is one of the leading providers of risk, financial and business advisory,

internal audit, corporate governance, and tax and regulatory services. With a global

approach to service delivery, KPMG responds to clients' complex business challenges

with a broad range of services across industry sectors and national boundaries.

About KPMG in India

KPMG was established in India in September 1993, and has rapidly built a significant

competitive presence in the country. The firm operates from its offices in Mumbai, Pune,

Delhi, Kolkata, Chennai, Bangalore, Hyderabad, Kochi and Chandigarh, and offers its

clients a full range of services, including financial and business advisory, tax and

regulatory. KPMG in India provides tax and advisory services and industry insight to

help organizations negotiate risks and perform in the dynamic and challenging

environments in which they do business.

WHAT KPMG D0

Tax : Tax addresses the needs and objectives of each client, enabling them to balance

compliance and value creation.

Advisory : Advisory assists companies and public sector bodies to mitigate risk,

improve performance and create value.

Industries : KPMG can provide an informed perspective on issues faced by the global

business community. The industry areas featured on this website showcase some of this

sector knowledge.

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http://www.kpmg.com/IN/en/WhatWeDo/Industries/Pages/Default.aspx

http://www.kpmg.com/IN/en/WhatWeDo/Advisory/Pages/default.aspx

http://www.kpmg.com/IN/en/WhatWeDo/Tax/Pages/default.aspx

http://www.kpmg.com/IN/en/WhoWeAre/Pages/AboutKPMGinIndia.aspx

DATA ANALYSIS

RECRUITMENT PROCESS IN BHARTI AIRTEL

54

Bharti Airtel

Manpower Budgeting and Raising MRF

Approval and vacancy creation on iRec

Sourcing of applicants

Screening in three levels

Formal interview

Offer and acceptance

Background Verification

Candidate joining.

STEP 1:

- Develop comprehensive recruitment strategy planning.

- Decide on the recruitment strategy keeping in mind the following:

Demand and supply variable

Geographical availability of the resource.

- Bench plan channel of the Job Pitch

STEP 2: Define specification

This need to be captured in Manpower Requisition Form which should detail the

following: Title, Number of vacancies, Level and Grade, Place of posting, Nature of

recruitment (temporary/ permanent) , Age Limit

Educational Qualification (Desired competencies, supervision by/ supervises whom,

Industry the company target, position to be filled, individual specification, mind set,

experience range, job responsibility)

STEP 3: Activating the recruitment process by sourcing and screening the CVs of the

applicant coming from different channels.

Channels like:

Recruitment consultants, Search partners, Portals, Advertisement in print media, Employe

Referral, Internal sources, Campuses

STEP 4: Selection process

55

Objective is to ‘select the right person the first time’

LEVEL1: The active TA does the eligibility check on the basis of Internal

Resourcing Policy in case of internal candidates. The Active TA screen all the

profiles of the applicants who have applied in Bharti website and Job Portals.

Applicants who have applied through consultants and employee referrals, their

screening is done by unit TA (screening is generally based on Employee

Rehire Policy.)

LEVEL2: The line manager further shortlist the candidates and provide the list

to unit TA with the interview schedule.

LEVEL 3. This would be applicable only those profile that active TA has sou-

rced and screened. The line manager further shortlist the candidates and

provide the list to unit TA with the interview schedule.

Interview:

Interviews are conducted only by personnel trained in interviewing techniques. Such

training will helped the unit HR internally and externally too. At least two members

interview one candidate. One of the interviewers is from the same function.

STEP 5: Creating a database of the shortlisted candidates and update the status at each

stage and make the final selection by using the appropriate tool of selection.

STEP 6: Making the pre-offer formalities and finalization and appointment letter

sending.

STEP 7: Background verification

This is outsourced to an external agency and they do the reference check, past

employment, criminal background checking and medical report.

STEP 8: The final closing of the offer when the candidate accepts the offer.

ACCENTURE

Accenture

The steps involved in the recruitment process are as follows:

Sourcing the applications

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Scheduling the shortlisted applications

Interview process

Document collection

Offer and Acceptance

On boarding of the selected candidate

RECRUITMENT PROCESS

The below mention information includes the process of applying online for the external

applicants:

Your first step is probably to review this website to get a feel for who we are, the type of

work we do, the working environment, our people and who we employ. You should also

visit the careers pages of the Location where you are interested in working to understand

what it’s like to work at Accenture in that location. If you decide Accenture is right for

you, you should search our jobs database for available positions. If you feel you qualify

for a job, click on Search Jobs & Submit Resume. You can then browse a full list of

positions in any location, or refine your search. You can also contact a recruiter directly

either by going to the Contact Us section of this website and submitting an inquiry; or go

to the Locations Careers Pages link and choose the location of your choice, where you

will find information about how to contact recruiterslocally.When you submit your

resume/CV on-line, you will receive an e-mail confirmation. A recruiter will contact you

if we wish to discuss your resume/CV in more detail. Please realize that due to the high

volume of resumes/CVs that Accenture receives, it is not possible to contact every person

Who submit their resume.

LUMINOUS ETS

Luminous Industries Pvt.Ltd

Manpower requisition

Getting approval from Director

Selecting the source of recruitment

Telephonic interview

Technical interview

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Selection.

Recruitment Policy

Luminous ETS's Human Resources team commits to contribute to the successful

accomplishment of the business plans for 2009-10 specifically and to the long term future

of the organization by providing efficient and effective management of the human

resources across all facilities of the organization.

Recruitment Procedure

Campus recruitment (Diploma, Graduate and PGs)

Parallel recruitments based upon specific skill sets

Focus on aptitude and attitude

Employee Referral

Training

Development of a level-wise skill matrix

Skill mapping of all individuals

Identification of skill gap in present role and looking at future growth

Preparation of training program according to skill gap

In-house as well as external trainers

Client training E

TS

BOOM SYSTEMS PVT LTD

The HR Department goes through the applications received, and shortlists the candidates

according to their educational qualification and work experience. Then the selected

applications are sent to the Directors of the company, who then Interview the short listed

candidates and select them. The selected candidates have to undergo training for 6

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months, during which, they would be assessed, and if they show a satisfactory

performance, they are finalized.

RECRUITMENT PROCESS

The HR Department goes through the applications received, and shortlists the

candidates according to their educational qualification and work experience. Then

the selected applications are sent to the Directors of the company, who then

interview the short listed candidates and select them. The selected candidates have

to undergo training for 6 months, during which, they would be assessed, and if they

show a satisfactory performance, they are finalized.

NESTLE

RECRUITMENT PROCESS

The recruitment process in Nestle begins with Vacancy creation. The Hiring manager of

different regions gives the approved JD to the consultants. Consultants give the sourced

resumes to the hiring manager. Then the HR team screened the sourced resume. Those

who have been screened by the HR, Interview is schedule for the candidate with the HR

and the line manager. The Company prefers the vacancy to be filled through IJP (Internal

Job Posting). If not filled internally filled then the company prefers external sources

Referrals (for senior manager and above), Portals (for below senior manager),

Consultants (for below senior manager), Campuses (above senior manager).

PEPSI

PEPSI CO

Raising of Job Requisition Form (JRF)

HR approves the JRF

Vacancy shown in IJP

Internal filling of the vacancy

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External sources (if not filled internally)

Interview

Closing by cost and benefit team

Induction

THE RECRUITMENT PROCESS

The recruitment process in Pepsi Co. begins with Raising of Job Requisition Form (JRF).

The HR approves the JRF and immediately Vacancy shown in IJP and Internal filling of

the vacancy takes place for the internal applicants. External sources (if not filled

internally) are used. The process then proceeds with formal Interview. The final Closing

is done by cost and benefit team. Once the candidate is selected and joined the

organization, then Induction for a period of one week takes place.

The Company prefers to fill the vacancy internally. If not filled internally then the

company prefers the external sources like Hirecrift, Human website, Employee referral

Portals (naukri.com) and Consultants. The screening process is different for internal and

external candidate. For internal candidates there are two levels of interview rounds Line

manager (First round), HOD (Final round). For external candidate, HR shortliste the

candidates based on the JD, the line manager does the second level of screening. The

short listed candidates are then line up for the interview Line manager (First round), SHL

Test (for all candidates), HR rounds, Interview with the HOD.The closing of the offer is

done by the cost and benefit team.

KPMG

KPMG

Vacancy by the functional manager

Approval from the HOD

Sourcing of the candidates (generally referrals)

Screening of the candidates

Interview

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THE RECRUITMENT PROCESS

The recruitment process in KPMG starts with creation of Vacancy by the functional

manager. The created vacancy requires approval from the HOD. Once the vacancy is

approved the next level of recruitment process is sourcing of the candidates (generally

referrals). Then candidates are screened on the basis of their CV and JD. All the screened

candidates are then require appearing for the Interview. The Company prefers referrals

mostly.10% of the applicant pool is from consultants, Portals (for higher level profile)

and rest Campuses The candidates are screened on the basis of JD requirement and are

shortlisted by the HR.The shortlisted candidates are line up for interview which is of

three rounds HR (first round), Technical round with line manager, Director (Functional

round).

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61

CONCLUSION

The recruitment process currently followed by various companies is common to a large

extent. I would like to conclude the entire process in the following steps:

VACANCY CREATION

The recruitment process begins with creation of vacancy. In the process of vacancy

creation, firstly manpower budgeting is done by the HR in most of the companies like

Bharti Airtel, Nestle, Pepsi Co etc. whenever any vacancy is created in the organization

the respective functional department raise the vacancy in the internal software which the

organization is using like Bharti Airtel is using i-rec which is oracle based. Pepsi is using

Hirecrift which is a advanced version of i-rec. In Pepsi a job requisition form is raised by

the concern functional department which has the vacancy.

Once the vacancy is created, it is approved by the functional head in some companies

and in some the HR head approves the vacancy so created. Some companies post it in IJP

(Internal Job Posting) as the vacancy gets created.

SOURCING

The sourcing of candidates can be done either internally or externally. Internal sourcing is

for hiring the internal candidates. Employees can apply in the ERP which the company is

using like i-rec, IJP, hirecrift.

For sourcing the external candidates recruiters use sources like company’s official

website, Job portals like Link. in, Naukri.com, Monster.com.etc, Employee referral,

Consultants, Campuses.

SCREENING

Screening is done on the basis of internal resourcing policy in case of internal candidates.

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Screening involves matching the required skills and experience with Job Description. All

the applicants who applies either through IJP, Referrals Job portals, website, campuses

are shortlisted by HR or if outsourced to the consultants.

Generally screening is done in three levels. Through telephonic interview most of the

companies do their first round of shortlisting. All the shortlisted candidates have to

appear for an interview. Line manager does the second level screening. Some

organization also conducts aptitude and technical test. The final round of screening is

done by the HR or the Head of the Department.

OFFER ACCEPTANCE

The candidates who are selected are made an offer and a formal negotiation takes place

between the cost and benefit team and the candidate. If the candidate accepts the offer

with all the terms and conditations, the HR closed the offer. If the offer is not accepted by

the candidates, the recruiters further continue the recruitment process.

BACKGROUND VERIFICATION

Background verification is done for all the external candidate. The candidates are given a

Candidate Information Sheet giving all the details. These are given to the external BVC

vendors .these vendors get the verification done and final report is send to the HR for

final closing of the vacancy. Generally the background verification includes

Educational Qualification, Criminal background, last employed. In some companies the

back ground process is done by the HR.

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63

RECOMMENDATION

1. The use of Bharti Airtel official website as a source for applicant pool

should be encouraged.

2. There should be a team working for lowering the attrition rate on the

Organization.

3. Training and Development should play the prime role in developing the

internal talent and more polished employees.

4. There should be programmes like rewarding the consultant which gives

the best of candidates. This will motivate the consultants to work harder.

5. Software like Hirecrift should be used, which is an advanced version of

i-rec.

CHALLENGES

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It was a great experience for me to be a part of Bharti Airtel as I have completed my two

months summer training in the corporate office of Bharti Airtel, Gurgoan. I found all the

people I have met over here very warm and helpful. There are not many hurdles for me

inside the organization. But as my project is an outdoor visit project, i found the biggest

hurdle was getting an appointment from the HR manager of the various companies I

visited. Also it was difficult to get the answers of some of the questions which they

generally do not disclose to others. Time was also a constraint in fulfillment. As my

research is an exploratory research, and all the questions of the questionnaire were open

ended questions; it was not possible to apply any test to analyze and coming to a

conclusion. All the seven companies from whom the data has been collected belong to

different industrial sector; therefore comparing the result was difficult.

REFERENCES

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www.citehr.com

www.bhartiairtel.in

www.nestleindia.in

www.kpmg/in

www.pepsico.in

www.luminiousindia.com

www.accenturindia.in

Book Referred

Robbins. Organizational behaviour

Gary Dessler.Human Resource Management. Eleventh edition

Behavioral Revelation Concern E-Recruitments, Lakhwinder Singh and Leenu Narang

Organizational Recruitment website effects on viewer’s perception of organizational

Culture, Phillip W. Braddy, Adam W. Meade, Christina M. Kroustalis

Current Recruitment and Selection Practices: A National Survey of Fortune 1000 Firms,

Chris Piotrowski

Globalization of HR at function level: four UK-based case studies of the international

recruitment and selection process, Paul R. Sparrow

The interactive effects of job advertisement characteristics and applicant experience on

reactions to recruitment messages, H. Jack Walker1*, Hubert S. Feild2, William F.

Giles2

What’s the Problem in Public Sector Workforce Recruitment? A Multi-Sector

Comparative Analysis of Managerial Perceptions, Brian K. Collins

Recruitment and selection services: Efficiency and competitive reasons in the

outsourcing of HR practices, Andrea Ordanini and Giacomo Silvestria

Behavioral Revelation Concerning E-Recruitments Lakhwinder Singh and Leenu Narang

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http://www.accenturindia.in/

http://www.luminiousindia.com/

http://www.pepsico.in/

http://www.kpmg/in

http://www.nestleindia.in/

http://www.bhartiairtel.in/

http://www.citehr.com/

Annexure

Interview Questionnaire

1. What are the different steps involved in the recruitment process of your

organization?

2. What new approach has been adopted in recruiting employees currently?

3. What are the common sources your company prefers to reach the applicant pool?

4. How you screen the applicants?

5. What types of administering selection tools are applied?

6. How the employee background verification process is undertaken?

7. Is any internal talent development initiative is undertaken by your company?

8. Name the major consultants who work with your company?

9. Any support mechanism is available to the recruiters? Like Bharti Airtel has the

Shared Services team working as a support mechanism.

10. Does your organization adopt online application method for recruitment, like iRec?

If yes what is the method?

11. How do you quantify the load of recruiters?

12. Do you have a recruitment management system? If yes how does it work?

13. Do you take feedback from the applicant? If yes, then how does it help you?

14. How do you determine the recruitment cost? Is any manpower budgeting process is

applied?

15. Any prejoining or post joining formalities.

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Benchmarking of recruitment Process

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