SUMMER TRAINING REPORT

ON

“RECRUITMENT AND SELECTION PROCESS IN AIR INDIA”

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD DEGREE OF

Master of Social WorkSubmitted By

Ibadur Rehman13-MSW-37

Department Supervisor Supervised by

Dr. Naseem Ahmad Khan Ms. Preeti JainDr. Mohd. Tahir For General Manager

(Personal)

Department of Social WorkAligarh Muslim University

Aligarh (India)

TABLE OF CONTENTS

Certificate

Declaration

Acknowledgement

Preface

CHAPTER-1

Introduction

Elements of good recruitment policy

Factors affecting recruitment

CHAPTER-2

Organizational Profile

Growth Story of Air India

Products Profile of Air India

Vision and Mission

History of Air India

CHAPTER-3

Recruitment and Selection Process in Air India

Recruitment

Process of recruitment

Sources of recruitment

Understanding selection process

CHAPTER-4

Recruitment and Selection of Advisor in Max Life

Types of Test

Interviews

Medical Examination

Final decision by the line manager

Job offer

Employment

CHAPTER-5

Industrial Profile

Market Size of Insurance

Government Initiatives

Road Ahead

CHAPTER-6

Research Methodology

Objectives of Study

Scope of Study

CHAPTER-7

Data Analysis and Interpretation

Findings

CHAPTER-8

Conclusion and Suggestions

Limitations of Study

Bibliography

Annexure (Questionnaire

Chapter-1Introduction

Recruitment and Selection Process

The recruitment and selection (also recruitment and staffing) belongs to value added

HR Processes. The recruitment is about the ability of the organization to source new

employees, keeps the organization operating and improving the quality of the human

capital employed in the company. The quality of the recruitment process is the main

driver for the satisfaction of managers with the services provided by Human

Resources.

The main goal of the recruitment and selection is about finding the best recruitment

sources, hiring the best talents from the job market and keeping the organization

competitive on the job market. The recruitment and selection process is about

managing high volumes of job resumes and the ability to choose the right candidates

and pushing them quickly through the organization. The recruitment process usually

needs a strong support by the dedicated recruitment software solution. It can be

provided externally, or the software can be run internally. Many vendors provide the

recruitment software solution, but the organization has to choose carefully the right

solution to meet its needs.

Choose carefully the right solution to meet its needs

The recruitment process needs a complete process description. It is not possible to

solve the job candidates individually. HR Recruiters have to follow the process, and

they have to keep the candidates flowing to right managers to achieve the consensus,

and decision about the hire quickly. The described process helps to set and achieve

the right limits. The performance of the recruitment process has to be measured,

analyzed, and new, innovative recruitment solutions have to be implemented. The

recruitment is the expensive HR Process, and it eats a large proportion of the HR

budget. The recruitment is about time to hire and the cost of hiring in most

organizations. The HR is responsible for the proper management of the process to

improve the performance of the recruitment process to keep the managers satisfied.

The competitive HR management always starts with the competitive recruitment

process. The organization builds the competitive advantage with its employees. The

recruitment process has to determine the best sources on the job market. The HR

Recruiters have to utilize the recruitment sources and managers have to make the right

and quick hiring decisions. This is the basic set-up of the competitive recruitment

process.

Main Recruitment and Staffing Areas

Recruitment

Recruitment Process Description

Internal Recruitment

External Recruitment

Recruitment Sources Management

Recruitment Agencies Management

Recruitment Outsourcing

Recruitment Software

Staffing

General Staffing Rules and Principles

Job Design and Job Descriptions

Organizational Design and Organizational Planning

Headcount Planning and Headcount Management

Job Vacancies Management

Talent Gap Analysis

The Recruitment Process Starts With a Vacancy Arising.

Job Analysis and Description

Once a vacancy arises the human resource manager will first identify and record the

responsibilities and tasks which are related to the job. After analyzing the

responsibilities and tasks they are noted down which becomes the Job description for

the job. It includes:

A job title

Department of the business in which the new employee would work

Details of the tasks to be performed

Responsibilities involved

Place in the hierarchical structure

Methods of assessing the performance

Job Specification

On the basis of Job description, a job specification is made. It is a document which

outlines the requirements, qualifications and qualities, skills and knowledge required

for the job. It is also known as person specification.

Job Advertisement

After completing the person specification (job specification) the vacancy is

advertised. It can be advertised internally (on the company notice board or newsletter)

or may be advertised externally in a newspaper or magazine. The advertisement will

usually contain the elements of a person specification with additional information like

the name and profile of the company, date and time of interview, address of the

company and the contact person etc.

Applications Received and Shortlisted

Once a job is advertised, there might be hundreds of application received. All of the

applications received might not be suitable for the job. Thus a short listing of the

applications will be done. The applications most near to the job specification will be

called for interview and those who do not qualify the criteria will be rejected.

Interview

The shortlisted candidates will be called for an interview to verify their qualifications,

personal qualities and aptitude for the job. It may involve a face to face discussion

between the interviewer and interviewee. The firm may also conduct skill test,

aptitude tests or personality test if it deems fit so.

Selecting the Suitable Candidate

The candidate who scores the maximum in the interview will be selected for the job

and given an appointment letter.

Effective Recruitment and Selection

The key to successful recruitment is to ensure that the criteria of suitability are overt

and relevant to the job itself. Once these criteria are agreed and shared it is possible to

make more rational decisions about someone's suitability for a job, based on evidence

rather than ‘gut feeling’ or instinct. Effective recruitment and selection should not be

about the luck of the draw. Systematic planning and preparation will increase the

likelihood of taking on the right person. The key to effective recruitment is

preparation: knowing the job and what is required of someone to perform it well. The

costs of recruiting the wrong person can be significant. The cost of employing

someone may be at least twice their salary when factors such as training, expenses

and employer's contributions to their pension are added.

Incorrect assumptions about class, gender, ethnic group or physical ability, or any

other type of discrimination, can cloud your objectivity in recruitment and selection.

At worst this may contravene legislation that exists to protect individuals from

discrimination. Other prejudices may be generated by particular organizational

traditions regarding the ‘type of person’ considered suitable. However, it is important

to ensure that the qualities of the successful applicant match what the organization

requires, perhaps in terms of being forward looking, customer focused or market

orientated. It is easy to discriminate in the recruitment and selection process through

personal responses and reactions to certain types of people. The recruiter's perception

is often influenced by striking characteristics or similarities to themselves. This is

called the ‘halo’ effect and can work in either a positive or negative direction (the

latter is sometimes called the ‘horns’ effect). The halo effect acts as a filter to any

information that contradicts first impressions. For example, someone who attended

the same college or university as the recruiter would be at an advantage, while a

person not wearing a suit would not be management material. It is often the case that

people judge more favorably those individuals with whom they have something in

common. Ultimately, you are seeking the best person for the job and any

discrimination, intentional or not, may prevent you from achieving that.

Before we look more closely at the recruitment process, spend about ten minutes on

the following activity.

Preliminary Interview or Screening

The initial screening is usually conducted by a special interviewer a high

caliber receptionist in the employment office. These interviews are short and

are known as stand-up interviews. The main objective of such interviews is to

screen out undesirable/unqualified candidates at very outset. Such interviews

conducted by someone who inspires confidence, who genuinely interested in

people, and whose judgment in the “sizing up” of the applicant is fairly

reliable.

Basic criteria that must be met for an application to be eligible for

consideration. If these criteria are not met, there is no obligation on the

employer to consider such applications. The screening process therefore seeks

to identify those applications that meet the basic entry-level requirements

applications that are therefore incomplete or do not meet the basic appointment

criteria are considered unsuccessful applications. In order to be fair and

objective in the screening of candidates, it is essential that a fixed set of valid

criteria be applied in terms of each and every candidate that applies for a

position.

Certain conditions should be met in relation to the format and content of -

a)Application forms

b)Curricula Vitae (CV’s) and

c)All other relevant documentation.

What is the purpose of short-listing?

After having completed the screening process and eliminated those applicants

that do not meet the basic requirements, the next objective should be to identify

a manageable size (pool) of applicants (a short-list) who are best suited to fill

the position successfully and from whose ranks the most suitable candidate(s)

is/are to be selected. It is about identifying a manageable pool of best suited

candidates for a specific position, in the interest of the State, taking into

account Affirmative Action and Employment Equity objectives.

May short-listing be used to reduce a vast number of applications to a

manageable size?

As stated, the primary objective of the short-listing process is to reduce the

Number of qualifying applicants to a manageable size for purposes of selecting

the most suitable candidate. A further objective with short-listing is to rank

candidates, and to determine a cut-off point below which candidates will not be

interviewed. The criteria utilized for short-listing purposes should therefore be

in sufficient detail to allow for this and should be applied consistently.

Application Form

Application form is also known as application blank. The technique of

application blank is traditional and widely accepted for securing information

from the prospective candidates. It can also be used as a device to screen the

candidate at the preliminary level. Many companies formulate their own style

of application forms depending upon the requirement of information based on

the size of the company, nature of business activities, type and level of job etc.

they also formulate different application forms for different jobs, at different

levels, so as to solicit the required information for each job. But few companies

in our companies in our country do not have prescribed application forms.

Psychological Testing

Test is defied as a systematic procedure for sampling human behavior

TESTS ARE USED IN BUSINESS FOR THREE PRIMARY PURPOSES.

1) for the selection and placement of new employees

2) for appraising employees for promotion potentials and

3) For counseling employees if properly used psychological tests can be of

paramount importance for each of these purposes.

Classification of Tests on the Basis Of Human Behavior

A. Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a candidate to

learn new jobs or skills. They will enable us to know whether a

candidate if selected, would be suitable for a job, which may be clerical

or mechanical. These tests may take one of the following forms.

a) Mental or Intelligence Test - measures and enables to know whether he

or she has mental capacity to deal with new problems.

b) Mechanical Aptitude Test - measures the capacity of a person to learn a

particular type of mechanical wok. This could help in knowing a

person’s capability for spatial visualization, perceptual speed manual

dexterity, visual motor coordination or integration, visual insights etc.

c) Psychometric tests – these tests measures a persons ability to do a

specific job

B. Achievement test

Also known as proficiency tests they measure the skill, knowledge

which is acquired as a result of a training program and on the job

experience they determine the admission feasibility of a candidate and

measure what he/she is capable of doing.

a) Tests for measuring job knowledge – this type of test may be oral or

written. These tests are administered to determine proficiency in

shorthand and in operating calculators adding machines dictating and

transcribing machines and simple mechanical equipment.

b) Work sample tests – demand the administration of the actual job as a

test. A typing test provides the material to be typed and notes the time

taken and mistakes committed.

C. Personality tests

These tests aim at measuring those basic make up or characteristics of

an individual which are non-intellectual in their nature. In other words

they probe deeply to discover clues to an individual’s value system, his

emotional reactions and maturity and motivation interest his ability to

adjust himself to the illness of the everyday life and his capacity for

interpersonal relations and self image.

a) Objective tests – it measures neurotic tendencies self-sufficiency

dominance submission and self-confidence. These are scored

objectively. They are paper and pencil tests or personality inventors.

b) Projective tests – it is a test in which a candidate is asked to project his

own interpretation into certain standard stimulus situation. The way in

which he/she responds to these stimuli depends on his own values,

motives and personality.

c) Situation tests – these tests measures an applicant’s reaction when he is

placed in a peculiar situation his ability to undergo stress and his

demonstration of ingenuinity under pressure. Such tests usually relate to

leaderless group situations, in which some problem is posed to a group

and its members are asked to reach some conclusion without the help of

a leader.

d) Interest tests – these tests aim at finding out the types of work in which a

candidate is interested. They are inventories of the likes and dislikes of

the people of some occupation hobbies and recreational activities. They

are useful in vocational guidance and are assessed in the form of

answers to a well prepared questionnaire.

Interviews

Interviews are a crucial part of the recruitment process for most organizations.

Their purpose is to give the selector a chance to assess the candidate and to

demonstrate their abilities and personality. It’s also an opportunity for an

employer to assess them and to make sure the organization and position are

right for the candidate. An interview is an attempt to secure maximum amount

of information from candidate concerning his suitability for the job under

consideration.

The recruitment process for most organizations follows a common theme:

Applications/CVs are received, either online or by post; and candidates are

short-listed and invited for interview. The interview format can vary

considerably and may include an assessment centre and/or tests. The number of

interviews also varies. Some companies are satisfied after one interview,

whereas others will want to recall a further shortlist of candidates for more. If

successful at the final interview stage, an official job offer is sent to the

candidate. Interview format is determined by the nature of the organization, but

there are various standard formats.

Chronological Interviews -These work chronologically through the candidate’s

life to date and are usually based on the CV or a completed application form.

Competency-Based Interviews -These are structured to reflect the

competencies that an employer is seeking for a particular job (often detailed in

the recruitment information). This is the most common type of interview for

graduate positions today.

Technical Interviews - If a candidate has applied for a job or course that

requires technical knowledge (e.g. positions in engineering or IT) it is likely, at

some stage in the selection process, that the candidate will be asked technical

questions or have a separate technical interview to test his/her knowledge.

Questions may focus on the final year project and his/her choice of approach to

it or on real/hypothetical technical problems. It seen that the candidate proves

himself/herself but also they admit to what they don’t know.

Kinds of Interviews:

1. One to one interview: in this type of interview one selector interviews

one candidate alone.

2. Informal interview: in this type there are discussions between the

candidate and two or more interviewers.

3. Panel of interviews: in these pre planned standard questions ranging

overall aspects of the job are asked. They focus directly on elements of

person specification.

4. Direct planned interview: this interview is straight forward, face to face,

question and answer situation intended to measure the candidate’s

knowledge and background.

5. Indirect and direct interview: in this type of interview the interviewer

refrains from asking direct and specific questions but creates an

atmosphere in which the interviewee feels free to talk and go into any

subject he considers important. The object of the interview is to

determine what individual himself considers of immediate concern, what

he thinks about these problems, and how he conceives of his job and his

organization.

6. Patterned interview: in this interview a series of questions which

illuminates validated against the record of employees who have

succeeded or failed on the job.

7. Stress interview: in this interview the interviewer deliberately creates

stress to see how an applicant operates in stress situation. To induce

stress, the interviewer responds to the applicant’s answers with anger,

silence and criticism. This interview aims attesting the candidate’s job

behavior and level of withstanding during the period of stress and strain.

8. Depth interview: in this type of interview, the candidate would be

examined extensively in core areas of knowledge and skills of the job.

Background Checks and Enquiries

Offers of appointment are subject to references and security checks. The

references given in the candidate’s application will be taken up and a security

check will be conducted.  Security checks can take a while if the candidate has

lived abroad for any period of time.

Final Selection Decision

Those individuals who perform successfully on the employment tests and the

interviews, and are not eliminated by development of negative information on

either the background investigation or physical examination are now

considered to be eligible to receive an offer of employment. Who makes that

employment offer? For administrative purposes the personnel department

should make the offer. But their role should be only administrative. The actual

hiring decision should be made by the manager in the department that had the

position open.

YIELD RATIO

A yield ratio for many recruiting step reflects the number of candidates avail at

a step and the step. For example, a series of newspaper ads may result in

thousand applications for employment of these thousand applicants 100 are

judged to meet some minimum qualifications, thus the yield ratio at this initial

stages is 10% of a group of 100 candidates 50 accepted invitations to be

interviewed (yield ratio is 50% at this stage) of the 50, 10 were given job offers

20% yield ratio.

Assuming the labor market has not changed dramatically from when the yield

ratio was derived and similar methods of the recruiting are to be used (eg.

Advertising in the same papers, employment screening resource.com, using a

website or head hunters). This ratio then can be used as the basis for planning

future recruitment efforts by going backwards from the yield ratio; the recruiter

can estimate how many applicants will be necessary In order to fill a certain

number of position. The recruiter then can adjust the recruiting efforts

according with more / less advertising more or fewer trips to college campuses

and so forth.

The use of yield ratio is another area where there is a wide gap between what

academic texts are scholarly research recommends and the extent to which such

data are collected in organization to drive future recruitment planning, while

almost every scholar on the subject recommends a recruitment evaluation

process to assist decision makers in efficient recruitment planning very few

companies actually collect these data as a part of recruitment evaluation.

It specifies the objective of recruitment and provides a framework for the

implementation of the recruitment programme. A recruitment policy may

involve commitment to broad principles such as filling vacancies with the best-

qualified individuals. It may also involve the organizational system to be

developed for implementing recruitment programme and procedure to be

employed.

ELEMENTS OF GOOD RECRUITMENT POLICY:

A good recruitment policy must contain the following elements:

1) Organizational objectives:

Both short term and long term organizational objectives must be taken into

consideration.

Identification of recruitment needs:

The recruiters should prepare profiles for each category of workers and

accordingly work out the main specifications, decide the sections, departments

or branches where they should be placed.

2) Preferred sources of recruitment:

The sources of recruitment should be identified properly.

3) Criteria of selection and preferences:

Selection and preferences should be based on conscious thought and serious

deliberation.

4) Monetary aspects:

The cost of recruitment and financial implications of the same have to

be kept in mind also.

A. BACKGROUND

a. Company profile of Bharti Axa life insurance co. ltd.

b. Awards and Accolades

c. Board Members

FACTORS AFFECTING RECRUITMENT:

a. Every organization, big or small has to engage in recruitment of persons,

recruitment has two aspects-

b. To find out the number of vacancies to be notified and the type of

applicants needed to fill them.

c. To approach the potential applicants to apply for such vacancies.

d. No organization can recruit successfully without taking into

consideration the following factors –

1) The Economic Factors –

The economic conditions of a country influence the recruitment process

in all organization. The globalization and liberalization of Indian

economies since 1991 onwards has resulted in a boom in financial

services in India. As a result of the new economic policy, the demands

of well

2) The Social Factors –

These also affect the recruitment policy of an organization. Social

changes in the past two decades in India, have forced organization to

place increased emphasis on recruitment. The mentality of modern

employees has changed from just any job to a satisfying career.

3) The Technological Factors –

New technologies have created new jobs and existing jobs have

undergone rapid changes. Several old jobs have disappeared from the

scene.

4) The Legal Factors –

The different legislative policies governing child labour, night shifts,

bonded labour etc. have brought legal environment to a major factor.

Recruitment is the process of attracting prospective candidates who are likely

to get selected. Recruitment process starts with the drafting of advertisement

for the required post mentioning the name of the post, qualifications required,

place of posting etc. the advertisement is released in all major and national

newspaper across the country. Not only print media, but other media like

internet is also used for posting the advertisement. Placement agencies and

educational institutions are considered if the requirements are for fresh

graduates. Employee references by are also encouraged. After receiving the

applications, it is initially screened by HR division based on minimum

requirements and qualifications prescribed for the post. Screened applications

from HR division are sent to respective divisional heads for their screening in

case of applications for higher posts. Selection is the process of selecting right

candidates from the list of prospective candidates. Selection process involves

tests, interviews, group discussions, psychometric tests or a combination of

these depending on the nature or sensitivity of the level and the post. For

technical posts, tests are used as elimination means while for some other posts

like management trainee, tests are not used as elimination means. The short

listed candidates are called for the final interview. Regret letters are sent to

those who are not short listed. Background checking of the short listed

candidates is done to ensure that they will fit with the culture of the

organization. Job offers are made to the selected candidates and they are asked

to give their confirmation that they accept the job offer. On receiving their

confirmation, appointment letter is prepared by personnel and administration

division and given to the candidate at the time of joining. Salary offer is a part

of Human resource division while personnel and administration division

handles salary administration.

CHAPTER-2Organizational Profile

COMPANY PROFILE

Air India is the flag carrier airline of India owned by Air India Limited (AIL),

a Government of India enterprise. It is the third largest airline in India

(after IndiGo and Jet Airways) in domestic market share, and operates a fleet

of Airbus and Boeingaircraft serving various domestic and international

airports. It is headquartered at the Indian Airlines House in New Delhi. Air

India has two major domestic hubs at Indira Gandhi International

Airport and Chhatrapati Shivaji International Airport, and secondary hubs

at Netaji Subhas Chandra Bose International Airport, Kolkata and Chennai

International Airport. The airline formerly operated a hub at Frankfurt

Airport which was terminated on account of high costs. However, another

international hub is being planned at the Dubai International Airport.

Air India was once the largest operator in the Indian subcontinent with a

market share of over 60%. Indifferent financial performance and service, labor

trouble pushed it to fourth place in India, behind low cost carriers

like IndiGo, SpiceJet, and its full service rival Jet Airways. Between September

2007 and May 2011, Air India's domestic market share declined from 19.2% to

14%, primarily because of stiff competition from private Indian

carriers. However, after financial restructuring and enforcement of strict rules

and regulations, the airlines showed signs of turning around. In March 2013,

the airlines posted its first positive EBITDA after almost 6 years. The airlines

bolstered its financial and physical performance with a 44 per cent slash in its

operating losses in 2013-14 and an almost 20 per cent growth in its operating

revenue since the previous financial year. As of January 2014, Air India is the

third largest carrier in India, after IndiGo and Jet Airways with a market share

of just above 19%.

The airline was invited to be a part of the Star Alliance in 2007.[13] Air India

completed the merger with Indian Airlines and some part of the agreed

upgrades in its service and membership systems by 2011. In August 2011, Air

India's invitation to join Star Alliance was suspended as a result of its failure to

meet the minimum standards for the membership. However, in October 2011,

talks between the airline and Star Alliance resumed. On 13 December

2013, Star Alliance announced that Air India and the alliance have resumed the

integration process and the airline became the 27th member of Star Allianceon

11 July 2014.

Corporate affairs and identity

IATA ICAO Callsign

AI AIC AIRINDIA

Founded July 1930 as Tata Airlines

Commenced operations 15 October 1932

Hubs Indira Gandhi International Airport

Chhatrapati Shivaji International Airport

Secondary hubs Netaji Subhas Chandra Bose International Airport

Chennai International Airport

Focus cities Kempegowda International Airport

Rajiv Gandhi International Airport

Frequent-flyer program Flying Returns

Airport lounge Maharaja Lounge

Alliance Star Alliance

Subsidiaries Air India Express

Air India Regional

Air India Cargo

Aryan Cargo Express

Pawan Hans

Fleet size 106 excluding subsidiaries

Destinations 85

Company slogan Your Palace in the Sky

Parent company Air India Limited

Headquarters Indian Airlines House

Parliament Street, New Delhi

Delhi, India.

Key people J. R. D. Tata, Founder

Rohit Nandan, CEO

Revenue  ₹143 billion (US$2.2 billion) (FY 2013/14)

Operating income  ₹192 billion (US$3.0 billion) (FY 2013/14)

Net income  ₹21 billion (US$330 million) (FY 2013/14)

Employees 23,044 (July 2014)

Website airindia.in

The Air India Building, Nariman Point, Mumbai

An Air India Boeing 747-400 aircraft, used during the president's trip

toMadrid as Air India One

Organisation

The Air India registered office and headquarters is in the Indian Airlines House

in New Delhi. Air India has three subsidiaries. Together Air India, Air India

Cargo, Air India Express, and Air India Regional form the Air India Limited.

Air India Building

The Air India Building is a 23-storey commercial tower on Marine Drive in

Nariman Point, Mumbai, India. The building served as the corporate

headquarters for the airline till 2013. The Air India Building was completed in

1974, and is owned by the airline. It occupies one of Mumbai's choicest real

estate locations in Nariman Point. Located on Marine Drive, facing the Arabian

Sea, the building is a landmark on Mumbai's skyline with the airline's

trademark centaur icon on its top. The centrally air-conditioned building was

the first in India to have an escalator, carrying customers from the street-level

to the airline's main booking office. It initially had 30 companies as tenants,

now it has only 2.

The building was one of the targets of the 1993 Bombay bombings. A car

bomb exploded in the afternoon on 12 March 1993 in the basement garage of

the building. Almost 20 people were killed in the attack and the offices of

the Bank of Oman just above the garage were destroyed. Security has since

been significantly tightened at the building. In February 2013, Air India

officially vacated the building as part of its asset-monetisation plan, and shifted

its corporate office to New Delhi. The Indian Airlines House was chosen as the

airline's new headquarters. However, the airline still retains three floors in the

building.

Air India One

Air India One (also referred to as AI-1 or AIC001) is the call sign of any Air

India aircraft carrying the Prime Minister of India, President of India or

the Vice President of India.  The aircraft are operated as VIP flights by Air

India Pilots. Air India One mainly operates on one of the five Boeing 747-400s

that Air India currently owns, to fly the VIPs overseas. Apart from that,

the Embraer 135 and customized Boeing Business Jets (BBJ) are also used.

Subsidiaries

Air India Cargo

Cargo Airbus A310-300F

In 1954, Air India Cargo started its freighter operations with a Douglas DC-3

Dakota aircraft, giving Air India the distinction of being the first Asian airline

to operate freighters. The airline operates cargo flights to many destinations.

The airline also has ground truck-transportation arrangements on select

destinations. A member of IATA, Air India carries all types of cargo including

dangerous goods (hazardous materials) and live animals, provided such

shipments are tendered according to IATA Dangerous Goods Regulations and

IATA Live Animals Regulations. At the warehouse in Mumbai, Air India has

developed a system of inventory management for cargo handling of

import/export functions. This takes care of the entire management of cargo,

supports Electronic Data Interface (EDI) messages with Indian Customs and

replaces to a great extent existing paper correspondence between Customs,

airlines, and the custodians. This also replaces manual handling and binning of

cargo at the warehouse in Mumbai by Air India. In 2012, as a part of the

restructuring plan, the airline wound up its loss-making cargo business and sold

its entire fleet of six Boeing 737-200 freighters.

Air India Regional

Air India Regional was started as a low-cost arm of Indian as Alliance Air As

part of Indian's merger with Air India, it was renamed Air India Regional. It

operates 357 weekly flights to 25 domestic destinations as a subsidiary of Air

India. Its main hub is Delhi's Indira Gandhi International Airport. As Alliance

Air, the airline operated a fleet of 12 Boeing 737-200 aircraft.[60] All these

aircraft were phased out post the merger. Air India Regional now operates a

mixed fleet of ATR 42-300,ATR 72-600 and Bombardier CRJ700aircraft.[61]

Air India Express

Air India Express is the airline's low-cost subsidiary headquartered in Mumbai,

operating mainly from Indian state of Kerala. It operates services mainly to

the Middle East and Southeast Asia. The airline belongs to Air India

Charters Limited, a whole owned subsidiary of Air India Limited. Today Air

India Express operates nearly 100 flights per week, mainly from southern states

of Tamil Nadu and Kerala in India. Air India Express operates flights from

airports in Kerala, Punjab and Mangalore to Kuwait, Dubai, Abu Dhabi, Al

Ain, Muscat and Salalah in the Middle East and Singapore in the east. The

airline was established in May 2004, after a long demand from Malayalee

expatriate communities living in Middle East.

Air India Charters Limited

Air India Charters Limited (AICL) is another Public Sector Undertaking of the

Government of India. Headquartered in Mumbai, India, this subsidiary of Air

India operates low cost carrier Air India Express from India to the Gulf and

Southeast Asia. AICL operates flights from airports in Kerala,  Punjab 

and Mangalore to Dubai, Abu Dhabi, Al Ain, Muscatand Salalah in the Middle

East and Singapore in the east. AICL has charters flying throughout India. It

works with other charter companies including Vibha Lifesavers for air

ambulance and Hi Flying aviation for its general charters in India.

Air India Air Transport Services

Air India Air Transport Services Limited (AIATSL) is a Public Sector

Undertaking of the Government of India. AIATSL is a subsidiary of Air India

and is headquartered in Mumbai, India.  The company provides ground

handling services (cargo, passenger, baggage) at various airports in India. The

Chief Operating Officer (COO) of the company was Captain Gustav Baldauf.

Captain Gustav Baldauf resigned as COO of AIATSL during February 2011

citing his remarks against the government of India. The Company has

authorised Share Capital of Rs. 5 billion divided into 425,636,820 Equity

Shares of Rs. 10/- and 7,436,318 Redeemable Prefrerence Shares of Rs. 100/-

each and present paid-up capital comprises 153,836,427 fully paid equity

shares of Rs. 10/- each amounting to Rs. 1538.4 million.

Aircraft operated by Air India (2000–present)

AircraftTotal

OperatedIntroduced Retired

Airbus A319-100 24 2005 Active

Airbus A321-200 20 2007 Active

Airbus A330-200 2 2007 2014

Boeing 737-200 5 2007 2011

Boeing 757-200 1 2007 2007

Boeing 767-300 3 2006 2008

Boeing 777-200 1 2006 2010

Boeing 777-200ER 3 2005 2011

Boeing 777-200LR 3 (5 sold) 2007 Active

Boeing 777-300ER 12 2007 Active

Boeing 787-8 20 2012 Active

New aircraft orders

On 11 January 2006, Air India announced an order for 68 jets – 8 Boeing 777-

200LR Worldliners, 15 Boeing 777-300ER,18 Boeing 737-800 and 27 Boeing

787-8 Dreamliners. The 18 737s ordered were later transferred to Air India

Express. Air India has taken the delivery of 20 Boeing 787-8 Dreamliners so

far. All remaining dreamliners are expected to be delivered by 2016.

Fleet restructuring

As a part of the financial restructuring, Air India sold five of its eight Boeing

777-200LR to Etihad Airways in December 2013. According to the airline,

plans for introducing ultra-long flights with service to Seattle, San

Francisco and Los Angeles were canceled due to factors like high fuel prices

and weak demand. In April 2014, the airline decided to sell its remaining three

Boeing 777-200LR as well, citing higher operating costs. On 24 April 2014,

Air India issued a tender for leasing 14 Airbus A320 aircraft for up to six years,

to strengthen its domestic network.

Chapter-3Recruitment and Selection Process

in Air India

RECRUITMENT AND SELECTION IN AIR INDIA

MARKETING DETAILS

Marketing generally refers as the task of creating, promoting and delivering

goods and services to consumers and business. Marketing managers seeks to

influence the Level of timing and composition of demand to meet the

organization’s objectives .Marketing people are involved in 10types of entities:

goods, services, experiences, Events, persons, places, properties, organization,

information and ideas. The Marketing concept rests on four pillars: target

market, customer needs, integrated Marketing and profitability.

“Marketing is defined as a societal process by which individuals and groups

obtain what they need and want through creating, offering and freely

exchanging products and services of value with others.

The basic four P’s of marketing are PRODUCT, PRICE, PLACE and

PROMOTION.

The last few years have seen an increased attention to mutual funds across all

genres of investors’ big or small, individuals or corporate

FINANCIAL DETAILS

IMPORTANCE OF FINANCE

Finance is regarded as the life blood of a business enterprise. This is because in

the Modern money oriented economy. Finance is the one of the basic

foundation of all Kind of electronic activity. It is the master key which provides

access to the entire Source for being employed in manufacturing and

merchandizing activities. It has rightly been said the business needs money to

make more money. However it is also true that money begets more money,

only when it is properly managed. Hence, efficient management of every

business enterprise is closely linked with efficient Management of its finance.

MEANING OF BUSINESS FINANCE

In general finance may be defined as the provision of money at the time it is

wanted. However, as a management function it has a special meaning. Finance

function may Be defined as the procurement of funds and their effective

utilization. Some of the Authoritative definitions are as follows:

“Business finance is that business activity which is concerned with the

acquisition and Conservation of capital funds in meeting financial needs and

overall objectives of far Business enterprise.”

“Business finance can broadly be defined as the activity concerned with

planning rising, controlling and administrating of the funds used in the

business.”

RECRUITMENT:

Recruitment is concerned with developing suitable techniques for attracting

more and more candidates. The aim of personnel planning is to determine the

needs for persons both in terms of number and type. For deciding about the

number both present and future requirements should be taken into account. If

there are expansion plans in near future then these requirements should also be

considered. Besides number, the type of persons needed is also important. The

educational and technical requirements to manage various jobs should e

properly analyzed so that right type of persons is employed.

Recruitment is sometimes confused with employment. The two are not one and

the same. Recruitment is just one step in the process of employment.

Recruitment is a linkage activity bringing together those with jobs and those

seeking jobs. When more persons apply for jobs then there will be scope for

recruiting better persons.

DEFINITION:

“Recruitment is the process of searching for prospective employees and

stimulating and encouraging them to apply for jobs in an organization.”

PROCESS OF RECRUITMENT –

It passes through the following stages:

1) Recruitment process begins when personnel department receives requisition

for recruitment from any department of the company.

2) Locating and developing the sources of required number and type of

employees.

3) Identifying the prospective employees with required characteristics.

4) Developing the techniques to attract the desired candidates.

5) The next stage in the process is to stimulate as many candidates as possible.

6) Evaluating the effectiveness of recruitment process.

SOURCES OF RECRUITMENT –

Before an organization actively begins to recruit applicants it should consider

the mostly likely source of the type of employee it needs. Some companies try

to develop new sources while most try to tackle the existing sources they have.

These sources accordingly may be termed as internal and external.

Internal Sources –

This is one of the important sources of recruitment. The employees

already working in the organization may be more suitable for higher jobs than

those recruited outside. Internal sources consist of the following:

1) Present Employees:

Promotions and transfers among the present employees can be a good source of

internal recruitment.

2) Employee Referrals:

In an organization with a large number of employees referrals can provide quite

a large pool of potential organizational members.

3) Former Employee:

These are another internal source of recruitment. Some retired employees may

be willing to come back to work.

4) Previous Employees:

Those who have previously applied for jobs can be contacted by mail.

External Sources: These are as follows –

1. Advertisement

2. Professional Organization

3. Data Bank

4. Walk in

5. Recruiting Agencies

6. Competitors

7. Displaced Persons

8. E-recruitment

9. Cold calling

RECRUITMENT PROCESS COMPANY ADOPTS–

1) Internal sources

2) Advertisement

3) Consultants

4) Data bank

SELECTION IN AIR INDIA

UNDERSTANDING SELECTION PROCESS

Recruitment function helps the organization to develop a pool of prospective

human resources. It is difficult for the HR manager to employ the suitable

people out of the pool. Infact, many organizations face critical problems in

choosing the people. Selection techniques and methods reduce the complexities

in choosing the right candidates for the job. After identifying the sources of

human resources, searching for prospective employees and stimulating them to

apply for jobs in an organization, the management has to perform the function

of selecting the right employees at the right time. The obvious guiding policy in

selection is the intention to choose the best people who have good social

contact. The objective of the selection decision is to choose the individual who

can most successfully perform the job from the pool of qualified candidates.

The selection procedure is the system of functions and devices adopted in a

given company to ascertain whether the candidate specifications are matched

with the job specifications and requirements or not.

The selection process can be successful if the following requirements are

satisfied:

Someone should have the authority to select. This authority comes from

the employment requisition, as developed by an analysis to the workload and

work force.

There must be some standard of personnel with which a prospective

employee may be compared, i.e. a comprehensive job description and job

specification should be available before hand.

There must be a sufficient number of applicants from whom the required

number of employees may be selected.

The ability of an organization to attain its goal effectively and to develop in a

dynamic environment largely depends upon the effectiveness of its selection

programme. If the right person is selected, he is valuable asset to the

organization

SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about

the candidates qualifications, experience, physical and mental ability, nature

and behavior, knowledge and aptitude for judging whether a given applicant is

suitable or not for the job. Therefore the selection procedure is not a single act

but is essentially a series of methods or stages by which different types of

information can be secured through various selection techniques. At each step

facts may come to light, which are useful for comparison with the job

requirement and employee specifications.

Steps in Scientific Selection Procedure:

Job analysis

Recruitment

Application form

Written examination

Preliminary interview

Tests

Medical examination

Reference checks

Line manager s decision

IN DETAIL EXPLANATION:

(A) JOB ANALYSIS:

Job analysis is the basis for selecting the right candidates. Every organization

should finalize the job analysis, job description, job specification and employee

specifications before proceeding to the next step of selection.

(B) HUMAN RESOURCE PLAN:

Every company plans for the required number of and kind of employees for a

future date. This is the basis for recruitment function.

(c) RECRUITMENT

Recruitment refers to the process of searching for prospective employees and

stimulating them to apply for jobs in an organization. It is the basis for the

remaining technologies of the screening the candidates in order to select the

appropriate candidates for the jobs

(D) DEVELOPMENT OF BASES FOR SELECTION:

The company has to select the appropriate candidates from the pool of

applicants. The company develops or borrows the appropriate bases/techniques

for screening the candidates in order to select the appropriate candidates for the

jobs.

(E) APPLICATION FORM:

Application form is also known as application blank. The techniques of

application blank are traditional and widely accepted for securing information

from the prospective candidates. It can also be used as a device to screen the

candidates at the preliminary level. Many companies formulate their own style

of application forms depending upon the requirement of information based on

the size of the company, nature of business activities, type and level of the job

etc. Information is generally required on the following items in the application

forms:

Personal background information

Educational qualifications

Work experience

Salary (drawing and expecting)

Personal attainments including likes and dislikes

References

(F) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates

after they are screened on the basis of the application blanks so as to measure

the candidate s ability in arithmetical calculations, to know the candidate s

attitude towards the job, to measure the candidate s aptitude, reasoning,

knowledge in various disciplines, general knowledge and English language.

(G) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the

prospective applications and to assess the applicant s suitability to the job. An

assistant in the personnel department may conduct this preliminary interview.

The information thus provided by the candidate may be related to the job or

personal specifications regarding education, experience, salary expectations,

attitude towards job, age, physical appearance and other requirements etc.

Thus, preliminary interview is useful as a process of eliminating the

undesirable and unsuitable candidates. If a candidate satisfies the job

requirements regarding most of the areas, he may be selected for further

process. Preliminary interviews are short and known as stand up interviews or

sizing up of the applicants or screening interviews. However, certain required

amount of care is to be taken to ensure that the desirable workers are not

eliminated. This interview is also useful to provide the basic information about

the company to the candidate.

(H) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting

management trainees, executive trainees and managerial personnel at junior,

middle and top management positions. Business games help to evaluate the

applicants in the areas of decision-making, identifying the potentialities,

handling the situations, problem- solving skills, human relations skills etc.

participants are placed in a hypothetical work situation and are required to play

the role situations in the game. The hypothesis is that the most successful

candidate in the game will be most successful one on the job.

GROUP DISCUSSION is used in order to secure further information regarding

the suitability of the candidate for the job. Group discussion is a method where

groups of the successful applicants are brought around a conference table and

are asked to discuss either a case study or subject matter. The candidates in the

group are required to analyze, discuss, find alternative solutions and select the

sound solution. A selection panel then observes the candidates in the areas of

initiating the discussion, explaining the problem, soliciting unrevealing

information based on the given information and using common sense, keenly

observing the discussion of others, clarifying controversial issues, influencing

others, speaking effectively, concealing and mediating arguments among the

participants and summarizing or concluding aptly.

The selection panel, based on its observation, judges the candidate s skill and

ability and ranks them according to their merit.

In some cases, the selection panel may also ask the candidates to write the

summary of the group discussion in order to know the candidate s writing

ability as well.

Chapter-4

Recruitment and Selection of Air India

Recruitment and Selection

Types of Test:

Tests are classified into six classes; each class is again divided into different

types of tests. They are:

APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to

learn a given job if given adequate training. Aptitudes can be divided into

general and mental ability or intelligence and specific aptitudes such as

mechanical, clerical, manipulative capacity etc. General aptitude test is of two

types namely intelligence quotient (IQ) and emotional quotient (EQ).

(1) Skill tests:

These tests measure the candidate s ability to do a job perfectly and

intelligently. These tests are useful to select the candidates to perform artistic

jobs, product design, design of tools, machinery etc. The candidates can be

selected for assembly work, testing and inspection also.

(2) Mechanical aptitude tests:

These tests measure the capabilities of spatial visualization, perceptual speed

and knowledge of mechanical matter. These tests are useful for selecting

apprentices, skilled, mechanical employees, technicians etc.

(3) Psychomotor tests:

These tests measure abilities like manual dexterity, motor ability and eye hand

coordination of candidates. These tests are useful to select semi-skilled workers

and workers for repetitive operations like packing and watch assembly.

(4) Clerical aptitude tests:

These types of tests measure specific capacities involved in office work. Items

of these tests include spelling, computation, comprehension, copying, word

measuring etc.

ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something as these

tests are concerned with what one has accomplished. These tests are more

useful to measure the value of a specific achievement when an organization

wishes to employ experienced candidates. These tests are classified into (a) job

knowledge test and (b) work sample test. Thus, the candidate s achievement in

his career is tested regarding his knowledge about the job and actual work

experience.

SITUATIONAL TESTS:

This test evaluates a candidates in a similar real life situation. In this test the

candidate is asked either to cope with the situation or solve critical situations of

the job.

(1) Group discussion:

This test is administered through the group discussion approach to solve a

problem under which candidates are observed in the areas of initiating, leading,

proposing valuable ideas, conciliating skills, oral communicating skills,

coordinating and concluding skills.

(2) In basket:

Situational test is administered through in basket method. The candidate in this

test is supplied with actual letters, telephone and telegraphic message, reports

and requirements by various officers of the organization, adequate information

about the job and organization. The candidate is asked to take decisions on

various items based on the in basket information regarding requirements in the

memoranda.

INTEREST TESTS:

These tests are inventories of the likes and dislikes of candidates in relation to

work, job, occupations, hobbies and recreational activities. The purpose of this

test is to find out whether a candidate is interested or disinterested in the job for

which he is a candidate and to find out in which area of the job

range/occupation the candidate is interested. The assumption of this test is that

there is a high correlation between the interest of a candidate in a job and job

success. Interest inventories are less faked and they may not fluctuate after the

age of 30.

PERSONALITY TESTS:

These tests prove deeply to discover clues to an individual s value system, his

emotional reactions and maturity and characteristic mood. They are expressed

in such traits like self-confidence, tact, distrust, initiative, emotional control,

optimism, decisiveness, sociability, conformity, objectivity, patience, fear,

judgment dominance or submission, impulsiveness, sympathy, integrity,

stability and self-confidence.

(1) Objective tests:

Most personality tests are objective tests as they are suitable for group testing

and can be scored objectively.

(2) Projective tests:

Candidates are asked to project their own interpretation of certain standard

stimulus basing on ambiguous pictures, figures etc. under these tests.

Personality tests have disadvantages in the sense that sophisticated candidates

can fake them and most candidates give socially acceptable answers. Further,

personality inventories may not successfully predict job success. A number of

corrective measures tried as personality inventories are widely subject to

faking. They are:

Forced choice of Edward s personnel preference schedule.

Gordon personal profile.

The Minnesota Multi-phasic Inventory offers different methods for

identifying faking. The faking can be countered by repeating the same question

in different parts to measure consistency.

MULTI-DIMENSIONAL TESTING:

However, the need for multi-skills is being felt be most of the companies

consequent upon globalization, competitiveness and the consequent customer-

centered strategies. Organization have to develop multidimensional testing in

order to find out whether the candidates possess a variety of skills or not,

candidate s ability to integrate the multi-skills and potentiality to apply them

based on situational and functional requirement.

(J) INTERVIEW:

Final interview follows after tests. This is the most essential step in the process

of selection. In this step the interviewer matches the information obtained about

the candidate through various means to the job requirements and to the

information obtained through his own observation during the interview. The

different types of interviews are:

PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to

secure the basic and non-job related information. The interaction between the

candidate and the personnel manager when the former meets the latter to

enquire about the vacancies or additional particulars in connection with the

employment advertisement is an example of the informal interview.

(2) Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by

revealing his knowledge on various items/areas, his background, expectations,

interest etc. Similarly, the interviewer also provides information on various

items required by the candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive or

experts on various areas of job knowledge, skill, talent etc. This interview may

take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information which is not available

in the application blank and to check that information provided in the

application blank regarding education, place of domicile, family, health,

interest, hobbies, likes, dislikes and extra curricular activities of the

applicant.

(2) Job and probing interview:

This interview aims at testing the candidate s job knowledge about duties,

activities, methods of doing the job, critical/problematic areas, methods of

handling those areas etc.

(3) Stress interview:

This interview aims at testing the candidate s job behavior and level of

understanding during the period of stress and strain. The interviewer tests

candidate by putting him under stress andstrain by interrupting the applicant

from answering, criticizing his opinions, asking questions pertaining to

unrelated areas, keeping silent for unduly long periods after he has finished

speaking etc. Stress during the middle portion of the interview gives effective

results. Stress interview must be handled with utmost care and skills. This type

of interview is often invalid, as the interviewer s need for a job and his previous

experience in such type of interviews may inhibit his actual behavior under

such situations.

(4) Group discussion interview:

There are 2 methods of conducting group discussion interviews, viz. group

interview method and discussion interview method. All the candidates are

brought into one room and are interviewed one by one under group interview.

This method helps a busy executive to save valuable time and gives a fair

account of the objectivity of the interview to the candidates. Under the

discussion interview method, one topic is given for discussion to the candidates

who assemble in one room and they are asked to discuss the topic in detail.

This type of interview helps the interviewer in appraising certain skills of the

candidates like initiative, inter-personal skills, dynamism, presentation, leading,

comprehension, collaboration etc. Interviewers are at ease in this category of

interview because of its informality and flexibility.

(5) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value,

time, panel of interviewers, opening and closing, intimating the candidates

officially etc. are strictly followed in arranging and conducting interview. The

course of the interview is preplanned and structured, in advance, depending on

job requirements.

(6) Panel interview:

A panel of experts interviews each candidate, judges his performance

individually and prepares consolidated judgements. This type of interview is

known as panel interview. Interviewers for middle level and senior level

mangers are normally conducted are the panel of experts.

(7) Depth interview:

In this interview, the candidate would be examined extensively in core areas of

job skills and knowledge. Experts test the candidate s knowledge in depth.

Depth interviews are conducted for specialist jobs.

DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core

areas of the job examine the candidates, the head of the department/section

concerned interviews the candidates once again, mostly through informal

discussion. The interviewer examines the interest of the candidate in the job,

organization, reaction/adaptability to the working conditions, career planning,

promotional opportunities, work adjustment and allotment etc. The personnel

manger also interviews the candidates with a view to find out his

reaction/acceptance regarding salary, allowances, benefits, promotions,

opportunities etc. The head of the department and the personnel manager

exchange the view and then they jointly inform their decision to the chairman

of the interview board, which finally makes the decision about the candidate s

performance and their ranks in the interview. Most of the organizations have

realized that employee s positive attitude matters much rather than employee s

skill and knowledge. Employees with positive attitude contribute much to the

organization. Hence, interviewers look for the candidates with the right attitude

while making final decision

. (K) MEDICAL EXAMINATION:

Certain jobs require certain physical qualities like clear vision, perfect hearing

unusual stamina, tolerance of hardworking conditions, clear tone etc. Medical

examination reveals whether or not a candidate possesses these qualities.

Medical examination can give the following information:

Whether the applicant is medically suited for the specific job

Whether the applicant has health problems or psychological attitudes likely

to interfere with work efficiency or future attendance.

The offer. Whether the applicant suffers from bad health which should

be corrected before he can work satisfactorily

It reveals the applicant s physical measurements and

It is used to check the special senses of the candidates.

(L) REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel

department will engage in checking references. Candidates are required to give

the names of references in their application forms. These references may be

from the individuals who are familiar with the candidate’s academic

achievement or form the applicant s previous employer, who is well versed

with the applicant s job performance, and sometimes from coworkers. Incase

the reference check is from the previous employer; information for the

following areas may be obtained. They are job title, job description, and period

of employment, pay and allowances, gross emoluments, benefits provided, rate

of absence, willingness of the previous employer to employ the candidate again

and soon. Further, information regarding candidate s regularity at work,

character, progress etc. can be obtained.

Often a telephone call is much quicker. The method of mail provides detailed

information about the candidate s performance, character and behavior.

However, a personal visit is superior to the mail and telephone methods and is

used where it is highly essential to get the detailed, actual information, which

can also be secured by observation. Reference checks are taken as a matter of

routine and treated casually or omitted entirely in many organizations. But a

good reference check used sincerely will fetch useful and reliable information

to the organization.

(M) FINAL DECISION BY THE LINE MANAGER:

The line manager concerned has to make the final decision whether to select or

reject a candidate after soliciting the required information through techniques

discussed earlier. The line manager has to take much care in taking the final

decision not only because of economic implications but also because of

behavioral and social implications. A careless decision of rejecting would

impair the morale of the people and they would suspect the selection procedure

and the basis of selection of this organization. A true understanding between

line managers and personnel managers should be established to take proper

decisions.

(N) JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this

decision to the successful as well as unsuccessful candidates. The organization

offers the job to the successful candidates either immediately or after some

time depending upon its time schedule. The candidate after receiving job offer

communicates his acceptance to the offer or requests the company to modify

the terms and conditions of employment or rejects the offer.

(O) EMPLOYMENT:

The company may modify the terms and conditions of employment as

requested by the candidate. The company employs those candidates who accept

the job offer with or with out modification of terms and conditions of

employment and place them on the job.

With the employment of the candidate the recruitment and selection process is

completed.

CHAPTER-5

Research Methodology

METHODOLOGY

Generally two types are data are used for any research, which is very important

for the research; these can be discussed as –

1. Primary Data

2. Secondary Data

Primary Data –

Primary data are the data which are original in character, obtained for the first

time, being collected from the respondents, either through questionnaire or

through personal interviews. This can be collected by various methods like

• Surveys

• Observation

• Experimentation

• Measurements

• Personal interview

• Telephonic interview

• Questionnaires

But my chosen way of collecting data was through Personal Interview and

Questionnaires.

Secondary data –

Secondary data is the data, which has been collected by someone else for some

other purpose and is used by the researcher in his research for study various

sources of secondary data are Catalogues, Brochures, Magazines and Websites,

Television etc. In this project I made use secondary data for gaining more and

more about the company, its products and various benefits an advisor will be

getting. For acquiring this knowledge I have studied secondary sources like

company websites, brochures, paper presentations etc.

Analysis of data / Statistical data

After the data is collected the researcher has to analyze the collected data, the

researcher has to classify the data into purposeful and usable category. The

analysis can be done by means of various statistical measures. For

representation of the data use of bar charts, Pie Chart is made.

Interpretation of data

After data analysis is done, the obtained information is interpreted and various

inferences are made and also conclusions are drawn related to the objectives,

which have been listed, in the beginning of project.

Sample Size: 100

Sample Area - New Delhi

Sampling Method - Random Sampling

Sample Unit - Employees of Air India

Research Problems: “ Recruitment and Selection process in Air India

OBJECITIVES OF STUDY

To study the recruitment and selection procedure followed in Air India

To study the various sources of recruitment followed in Air India

To learn what is the process of recruitment and selection that should be

followed.

To analyze the influencing factors which are affecting the recruitment

and selection process

Chapter-6

Data analysis and interpretation

DATA ANLAYSIS AND INTERPRETATION

Q1. Since how many years have you been working with this organization?

a. 0-5 Years

b. 5-10 Years

c. 10 to 15 Years

d. More than 15 Years

30%

35%

20%

15%

0-5 years 5-10 years10 to 15 years More than 15 years

Interpretation:

In above graph shows that 30% respondents work with this organization

from 5 years, 35% respondents working in this organization is 5-10 years, 20%

respondents working with this organization from 10-15 years and remaining

15% respondents working with this organization from more than 15 years.

Q2. Does the organization clearly define the position objectives, requirements

and candidate specifications in the recruitment process?

a. Yes

b. No

60%

40%

Yes No

Interpretation:

In above graph shows that 60% respondents assume it and remaining

40% respondents denied it.

Q3. How well are the organization’s affirmative action needs clarified and

supported in the selection process?

a. Poor

b. Adequate

c. Excellent

20%

50%

30%

Poor Adequate Excellent

Interpretation:

In above graph shows that 20% respondents are poor, 50% respondents

are adequate and remaining 30% respondents are excellent with the

organization’s affirmative action needs clarified and supported in the selection

process.

Q4. Is the organization doing timeliness recruitment and Selection process?

a. Yes

b. No

70%

30%

Yes No

Interpretation:

In above graph shows that 70% respondents think that organization

doing timeliness recruitment and selection process and remaining 30% not

think about it.

Q5. Does HR provide an adequate pool of quality applicants?

a. Yes

b. No

65%

35%

Yes No

Interpretation:

In above graph shows that 65% respondents say that HR provide an

adequate pool of quality applicants and remaining 35% respondents denied it.

Q6. Rate the effectiveness of the interviewing process and other selection

instruments, such as testing?

a. Poor

b. Adequate

c. Excellent

30%

45%

25%Poor Adequate Excellent

Interpretation:

In above graph shows that 30% respondents think it is poor, 45%

respondents think it is adequate and remaining 25% respondents think

excellent.

Q7. Does the HR team act as a consultant to enhance the quality of the

applicant pre-screening process?

a. Yes

b. No

80%

20%Yes No

Interpretation:

In above graph shows that 80% respondents agree with this and

remaining 20% respondents not agree with this.

Q8. Does HR train hiring employees to make the best hiring decisions?

a. Yes

b. No

70%

30%

Yes No

Interpretation:

In above graph shows that 70% respondents think HR train hiring

employees to make the best hiring decisions and remaining 30% respondents

not accept it.

Q9. Rate how well HR finds good candidates from non-traditional sources

when Necessary?

a. Poor

b. Adequate

c. Excellent

25%

55%

20%Poor Adequate Excellent

Interpretation:

In above graph shows that 25% respondents think that is poor, 55%

respondents think it adequate and remaining 20% think excellent.

Q10. How would you rate the HR department’s performance in recruitment and

selection?

a. Poor

b. Adequate

c. Excellent

15%

65%

20%Poor Adequate Excellent

Interpretation:

In above graph shows that 15% respondents think that is poor, 65%

respondents think it adequate and remaining 20% think excellent that HR

department’s performance in recruitment and selection.

Q11. Does the HR Department is efficient in Selection Policy of the

employees?

a. Yes

b. No

70%

30%

Yes No

Interpretation:

In above graph shows that 70% respondents think that is HR department

is efficient in Selection Policy of the employees and remaining 30%

respondents denied with this.

Q12. Does the HR maintain an adequate pool of quality “protected class”

applicants?

a. Yes

b. No

80%

20%Yes No

Interpretation:

In above graph shows that 80% respondents think that HR maintains an

adequate pool of quality ’protected class’ applicants and remaining 20%

respondent not agree with this.

FINDINGS

Mostly respondents says that the positive position require for the

recruitment for the candidate in company

About 50% respondents agree with adequate action need for the

recruitment and selection process of employees

Near about 70% respondents says yes the company adopt timeliness

recruitment and Selection process

Mostly respondents agree that HR provide an adequate pool of quality

applicants

Mostly respondents are agree with effectiveness of the interviewing

process and other selection instruments, such as testing

Large number of employees are says that HR team act as a consultant to

enhance the quality of the applicant pre-screening process

Approximately 70% respondents are says that HR train hiring

employees to make the best hiring decisions

Mostly respondents are says that HR finds good candidates from non-

traditional sources

Adequate performance HR department’s e in recruitment and selection

Maximum respondents says that yes HR Department is efficient in

Selection Policy of the employees

Capter-7

Conclusion and Suggestions

SUGGESTIONS

1. There should be some rewards for the performance of employees.

2. Computer training should be provided to employees.

3. The opportunities for developing the carrier should be provided to the

employees.

4. Manpower requirement for each department in the company is identified

well in advance.

5. If the manpower requirement is high and the recruitment team of the

HR department alone cannot satisfy it, then help from the placement

agencies is needed.

6. Time management is very essential and it should not be ignored at any

level of the process.

7. The recruitment and selection through placement agencies as the last

resort and is utilized only when need.

8. The recruitment and selection procedure should not to lengthy and time

consuming.

9. The candidates called for interview should be allotted timings and it

should not overlap with each other.

CONCLUSION

Air India is using the portal of his own for looking the perspectives employees.

References are also taken into consideration. A search is made for the required

candidate on the parameter like, what is the qualification he possess and for a

sales persons his certificates are not that important as compared to the

experience. As the person with good work experience can do marketing in a

much- much better way than the person who possess number of certificate in

the same field. 

So for the profile of marketing work experience counts more than certificates in

the recruitment process of Air India.

For the other profile like Office-Assistance, Coordinator, HR Executive, and

for Admin Deptt. qualification certificate as well as personality and

communication skill plays a vital role in the selection of an applicants. Data of

perspectives employees from naukri.com and timesjob.com are taken and the

criteria for the selection of candidate from the website is not only their

educational background but their work experience and cost to company is also

given equal weightage. In selecting the candidate and these selected candidates

are given calls and are called for interview rounds by giving them the complete

detail of their profile so that no confusion remain in their mind regarding, the

company profile as the company is on the growing stage and people are not

very much aware of the company. So they need to know about the company

profile and then the job profile. After getting satisfactory answers and by

getting convinced by the answers, the applicants sometimes start negotiating

for Salary Package and the probable answer for the question is that they will

get a hike of around 30% in their present package. If still not convinced then

they are called for interview and asked to negotiate for salary with the HR head

after the interview round. 

LIMITATIONS

In spite of honest and sincere effort there are some bounds to be certain

discrepancies and inconsistence in the treatment of the matter. Again there are

several limitations, both statistical and non statistical within the project some of

them are.

Lack of references

Time constraint

Weather

Busy schedule of the city

Bibliography

BOOKS CONSULTED:-

Kothari, C.R. “Research Methodology”, (2006), Wishwa Publication

Robins -Organizational Behaviour by Prentices Hall of India.

C.B.Gupta -Human Resources Management by Sultan & Sans.

Mirza and saiyadain – Personnel Management By Prentice Hall of India

Personnel Management -Mirza and Saiyadain

Monappa -Industrial Relations

C. R. Kothari Research Technology By Wishwa Prakaction

Human Resource Management, S.S. Sasikala

Article and Journals

 Young, Kathryn M. (2014-06-25). "Air India to join Star Alliance July

11 | Finance & Data content from". ATWOnline. Retrieved 2014-08-06.

"Fleet Details". Airindia.com. 2014-04-17. Retrieved2014-06-04.

Anindya Upadhyay; ET Bureau (15 February 2013). "Air India vacates

Nariman Point; moves headquarters to Delhi". The Economic Times.

Retrieved 16 February 2013.

"Significant improvements in Air India’s performance

parameters". india.com. 3 April 2014. Retrieved 4 April 2014.

Websites:

www.wikipedia.com

www.airindia.com

www.irda.com

ANNEXURE

QUESTIONNAIRE

Dear Sir/Madam,

I would appreciate if you can take some time off to complete the following questionnaire. Please be assured that your privacy is fully respected all the information is used for academic H.R. Practices only.

Name………………………………………………………

Status in the company………………………………………

Q1. Since how many years have you been working with this organization?

a. 0-5 Years

b. 5-10 Years

c. 10 to 15 Years

d. More than 15 Years

Q2. Does the organization clearly define the position objectives, requirements and

candidate specifications in the recruitment process ?

a. Yes

b. No

Q3. How well are the organization’s affirmative action needs clarified and supported

in the selection process?

a. Poor

b. Adequate

c. Excellent

Q4. Is the organization doing timeliness recruitment and Selection process?

a. Yes

b. No

Q5. Does HR provides an adequate pool of quality applicants?

a. Yes

b. No

Q6. Rate the effectiveness of the interviewing process and other selection instruments,

such as testing?

a. Poor

b. Adequate

c. Excellent

Q7. Does the HR team act as a consultant to enhance the quality of the applicant pre-

screening process?

a. Yes

b. No

Q8. Does HR train hiring employees to make the best hiring decisions?

a. Yes

b. No

Q9. Rate how well HR finds good candidates from non-traditional sources when

Necessary?

a. Poor

b. Adequate

c. Excellent

Q10. How would you rate the HR department’s performance in recruitment and

selection?

a. Poor

b. Adequate

c. Excellent

Q11. Does the HR Department is efficient in Selection Policy of the employees ?

a. Yes

b. No

Q12. Does the HR maintains an adequate pool of quality “protected class” applicants?

a. Yes

b. No