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A SUMMER TRAINING PROJECT IN
REPORT ON STUDY ON BENCHMARKING
RECRUITMENT AND INDUCTION PROCESS AT
BHARTI AIRTEL LTD.
Submitted in Partial Fulfillment of the Requirement of
Bachelor of Business Administration (BBA)
Guru Jambheshwar University, Hissar
Submitted by
Mr. ARVINDER GILL Nikhil Tayal
Assistant Manager 05511242031
Session: 2005-2008
Guru Jambheshwar University
Hissar
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OKHLA, INDUSTRIAL AREA
PHASE I, DELHI-110020
Date: - ___________
CERTIFICATE
This is to certify that the Project onAIRTEL, submitted by
Enrollment No. has been done under
my guidance and supervision in partial fulfillment of Bachelor of
Business Administration during the time between 01st June to
31st July 2007.
The working analysis mentioned in this report has been
undertaken by the candidate himself and necessary reference hasbeen recognized and acknowledge in the text of the report.
MR. ARVINDER GILL
(ASSISTANT MANAGER)
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ACKNOWLEDGEMENT
The present work is an effort to throw some light on benchmarking-recruitment and
induction process of BHARTI AIRTEL LIMITED. The work would not have been
possible to come to the present shape without the able guidance, supervision and help to
me by number of people.
With deep sense of gratitude I acknowledged the encouragement and guidance received
by my organizational guide Mr. ARVINDER GILL and other staff members.
I convey my heartful affection to all those people who helped and supported me during
the course, for completion of my Project Report.
NIKHIL TAYAL
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EXECUTIVE SUMMARY
Most employers recognize the fact that their s taff is their greatest asset ,
and the right recruitment and induction processes are vital in ensuring that
the new employee becomes effective in the shortest t ime. The success of
an organization depends on having the right number of staff, with the right
skil ls and abil i ties . Organizations may have a dedicated personnel/human
resource function oversee ing th is process , or they may devolve these
responsibi l i t ies to l ine managers and supervisors . Many people may be
involved, and al l should be aware of the principles of good practice. Even
in large organizations with a specialist personnel department it is essential
t o in vo lv e o th er s in th e ta sk o f r ec ru itm en t a nd i nd uc tio n. A ft er
recruitment, a good induction program is the way to help a new employee
settle into the organization and become effective quickly.
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TABLE OF CONTENTS
Particulars Page
1. INTRODUCTION 1
2. REECRUITMENT POLICIES 3
3. COMPANY PROFILE 6
4. BUSINESS STRATEGY 9
5. COMPETITIVE STRENGTH 11
6. TYPES OF AWARDS 15
7. MANAGEMENT STRUCTURE 16
8. LIMITATION 0F STUDY 17
9. METHODOLOGY 1810.COLLECTION OF DATA 19
11.LITERATURE REVIEW 20
12.OBSTACTLES IN RESEARCH 24
13.RECRUITMENT PROCESS 26
14.THE INDUCTION PROCESS 41
15.ANALYSIS OF RESULTS 45
QUESTIONNAIRE 46
16.FINDINGS & RECOMMENDATIONS 85
BIBLIOGRAPHY 87
CHAPTER-1
INTRODUCTION
To start A business is hard, but to keep a business running is even harder. As the
competition increases and the race becomes tougher, the way to survive is the continous
improvement of the company. There are a lot of change methodologies such as Total
Quality Management (TQM), Just-in-Time (JIT), Reengineering, and so on. Among
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these methodologies, benchmarking is one of the most important tools that enable a
company to survive in such a competitive world.
Most of the leading companies use benchmarking on a regular basis, e.g., AT&T, Toyota,
Motorola, and General Electric. Yet there is still some doubt as to what benchmarking
can do for a company. What is benchmarking about? Is it only copying? What benefit
would the company gain? Is it worth it to try? Is it good for only big companies? This
project will address those questions by defining recruitment and induction benchmarking;
analyzing the benefits a company can obtain from applying it, and resolving major
misunderstandings about benchmarking.
What is Benchmarking?
Robert C. Camp (1989), one of the fathers of benchmarking (Porter & Tanner, 1996, p.
94), defines benchmarking as the search for those best practices that will lead to the
superior performance of the company (p. xi). The American Productivity and Quality
Center ([APQC], 1999) explains that benchmarking is the process of improving
performance by continuously identifying, understanding, and adapting outstanding
practices and processes found inside and outside the organization. Moreover,
benchmarking is a tool for improvement with the ability to identify the highest standardsof excellence for products, services or processes and to make the improvements
necessary to reach those standards.
Why Benchmark?
If you stop moving forward, you are starting to get behind. It pointed out that today;
business is becoming more competitive because of recent technology such as Internet
access that has become worldwide. While the Internet enables any company to reach
more customers, it also increases the number of companies competitors. The world is
changing everyday. Today one might be number one; tomorrow one might not. Today
ones market segment might be large, tomorrow one might start to lose ones market
segment. So how can one stay in business or improve ones performance? Look around
and see what other companies are doing-that is the answer. This is the key to
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benchmarking and how it leads to success.
There are also lessons that can be learned from the past, such as how General Motors
invested $77 billion in new technology and still lost ground to a much less automated
company, Toyota (Smith, 1995). Why did this happen? One reason why Toyota was
successful was that benchmarking had been developed in the East a long time ago. As an
ancient Chinese man, Sun Tze (as cited in Camp, 1989), once wrote If you know your
enemy and know yourself, you need not fear the result of a hundred battles (p. 3).
Along with other Japanese companies, Toyota, one of the most successful companies in
this decade, has learned from others and adapted the learning to improve their
performance. Moreover, according to Bhutta & Huq (1999), more than 70 percent of
Fortune 500 companies use benchmarking on a regular basis, including AT&T, Ford,
Eastman Kodak, IBM, Ford Motor Company and Weye.Therefore, if one wants to stay
in business, one definitely needs to apply benchmarking in ones organization.
CHAPTER-2
RECRUITMENT POLICIES
1 Selection are vital to the information of a positive psychological contract, which
provides the basis of organizational commitment and motivation. There are wide
variations in recruitment and selection practices, reflecting an organizations
strategy and its philosophy towards the management of people. Recruiting makes
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it possible to acquire the number and type of people necessary to ensure the
continued operation of the organization.
2 This study has vast scope as this study made all the concepts clear about what
exactly goes in making a new employee a part of your organization.
3 This study clearly shows all the steps, which go in recruiting a person and placing
the right person at the right places.
Usefulness of the study
1 It provides competent knowledge about fundamental concept related to
Benchmarking, Recruitment, selection and Induction Process.
2 To evaluate the prevailing Recruitment, selection and Induction Practices and
Policies.
3 Analyse the effectivenessof Recruitment, selection and Induction Process and
compare with the other companies studied.
4 It would help them in the up gradation of the present selection and Induction
Process and to enhance the recruitment policy.
Scope of the study
Recruitment of the sample size analyzed and creation of an optimum benchmark to form
the basis of a perfect recruitment and induction practices to be adopted by the Human
Resources Administration of Airtel.
As the data relating to managerial recruitment, selection and induction and for the
purpose of study were available with the human resource department, the executives from
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this department ranging from general manager to human resource executives of the
sampled organizations were decided to be the respondents for the collection of data. After
several repeated visits to these organizations i.e. Tata Indicomm,Idea Cellular, Hutch,
ICICI Bank, Glaxo SmithKline, Apollo International, Punj Lloyd, Orient Craft, Colwell
and Salmon Communications Ltd and Wipro Spectra mind it became possible to
interview and collect relevant data from them.
1. Tata Indicomm.
2. Hutch.
3. Idea Cellular.
4. Glaxo SmithKline.
5. Apollo International.
6. Orient Craft Ltd.
7. Punj Lloyd.
8. ICICI Bank.
9. Colwell and Salmon Communications Ltd.
10. Wipro Spectra
Types of benchmarking
Benchmarking can be classified into the following seven types. The first four types are
classified by subjects, while the last three types are classified in terms of their goals:
Internal Benchmarking is a comparison made within an organization (e.g., between
departments, units, branches, etc.).
Competitive Benchmarking is a comparison of an organizations performance with the
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best competitors that produce the same product or service.
Functional Benchmarking is about comparing technology and functions against other
companies within the same industry or technological area.
1) Generic Benchmarking is a comparison of an organizations process against the best
processes around, regardless of industry.
2) Performance Benchmarking is a comparison of performance measures in order to
know how well ones organization compares to others.
3) Process Benchmarking is about comparing the process against the best practices in a
particular business process in order to improve ones process.
4) Strategic Benchmarking is a comparison of an organizations strategy to other
competitors in order to change the strategic direction of the company.
CHAPTER-3
COMPANY PROFILE
Building Telecom... Building Relationships.
Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting
investments in telecommunications services. Its subsidiaries operate telecom services
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across India. Bharti Tele-Ventures is India's leading private sector provider of
telecommunications services based on a strong customer base consisting of
approximately 11.84 million total customers which constitute, approximately 10.98
million mobile and approximately 857,000 fixed line customers, as of March 31, 2005.
BHARTI TELEVENTURES
3.1 INTRODUCTION
"As we spread wings to expand our capabilities and explore new horizons, the
fundamental focus remains unchanged: seek out the best technology in the world
and put it at the service of our ultimate user: our customer."
Sunil Bharti Mittal (Chairman and Group Managing Director)
Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting
investments in telecommunications services. Its subsidiaries operate telecom services
across India. Bharti Tele-Ventures is India's leading private sector provider of
telecommunications services based on a strong customer base consisting of
approximately 12.26 million total customers which constitute, approximately 11.39
million mobile and approximately 874,000 fixed line customers, as of April 30, 2005.
3.2 HISTORY
1 1995 : Bharti Tele-Ventures Limited incorporated on July 7, 1995
Bharti Cellular launched mobile services AirTelin Delhi
2 1996 : Bharti Telenet launched mobile services in Himachal Pradesh
3 1997 : Bharti Telenet obtained a license for providing fixed-line services in
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Madhya Pradesh circle Bharti Telecom formed a joint venture, Bharti BT, for
providing VSAT services.
4 1998 : Bharti Telecom formed a joint venture, Bharti BT Internet for providing
Internet services First Indian private fixed-line services launched in Indore in the
Madhya Pradesh circle on June 4, 1998 by Bharti Telenet thereby ending fixed-
line services monopoly of DoT (now BSNL)
5 1999 : Warburg Pincus (through its investment company Brentwood Investment
Holdings Limited) acquired equity interest in Bharti Tele-Ventures Bharti Tele-
Ventures acquired an effective equity interest in Bharti Mobile (formerly JT
Mobiles), the mobile services provider in Karnataka and Andhra Pradesh circles
6 2000 : New York Life Insurance Fund, or NYLIF, acquired a equity interest in
Bharti Cellular
Bharti Tele-Ventures acquired an effective equity interest in Bharti Mobinet
(formerly Skycell Communications), the mobile services provider in Chennai .
Bharti Tele-Ventures acquired equity interest of Telecom Italia and Bharti
Telecom in Bharti Telenet thereby making Bharti Telenet a 100% subsidiary of
Bharti Tele-Ventures. SingTel (through its investment company Pastel Limited)
acquired STET's equity interest in Bharti Tele-Ventures. Bharti Tele-Ventures
acquired an additional effective equity interest in Bharti Mobile resulting in
Bharti Tele-Ventures holding an effective 74% equity interest in Bharti Mobile.
7 2001 :Bharti Telesonic entered into a joint venture, Bharti Aquanet, with
SingTel for establishing a submarine cable landing station at Chennai. Bharti
Tele-Ventures acquired NYLIF's equity interest in Bharti Cellular. Bharti Cellular
acquired a 100% equity interest in Bharti Mobitel (formerly Spice Cell ), the
mobile services provider in Kolkata. Bharti Tele-Ventures acquired equity interest
in Bharti Cellular from British Telecom, thereby making Bharti Cellular its 100%
subsidiary. Bharti Tele-Ventures acquired an additional equity interest in Bharti
Mobinet from Millicom International and BellSouth International. Punjab license
restored to Bharti Mobile by the DoT and migration to NTP- 1999 accepted.
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Bharti Cellular entered into license agreements to provide mobile services in eight
new circles following the fourth operator mobile license bidding process. Bharti
Telenet entered into license agreements to provide fixed-line services in the
Haryana, Delhi, Tamil Nadu and Karnataka circles. Bharti Telesonic has entered
into a license agreement with DoT to provide National Long Distance Services in
India and has been the first service provider to start service in the country. Bharti
Aquanet, Bharti Telesonic and Bharti Cellular have entered into license
agreements with the DoT to provide ISP services in India
8 2002 : Bharti launched mobile services in Gujarat, Haryana, Kerala, Madhya
Pradesh circle, Maharashtra, Mumbai, Punjab, Tamil Nadu, Uttar Pradesh (West)
circle. Bharti listed on the National stock Exchange, Bombay Stock Exchange and
the Delhi Stock Exchange on February 18, 2002. Bharti entered into a license
agreement with the DOT to provide international long distance services in India.
Bharti launched fixed-line services in the Delhi, Haryana, Karnataka and Tamil
Nadu license areas. Bharti became the first private telecommunications services
provider to launch international long distance services.
CHAPTER- 4
BUSINESS STRATEGY
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To capitalise on the growth opportunities that the Company believes are available
in the Indian telecommunications market and consolidate its position to be the
leading integrated telecommunications services provider in key markets in India,
with a focus on providing mobile services.
The Company has developed the following strategies to achieve its strategic objective:
1 Focus on maximising revenues and margins;
2 Capture maximum telecommunications revenue potential with minimum
geographical coverage;
3 Offer multiple telecommunications services to provide customers with a "one-stop
shop" solution;
4 Position itself to tap data transmission opportunities and offer advanced mobile
data services;
5 Focus on satisfying and retaining customers by ensuring high level of customer
satisfaction;
6 Leverage strengths of its strategic and financial partners; and
7 Emphasis on human resource development to achieve operational efficiencies.
TYPES OF BUSINESSES
Bharti Tele-Ventures current businesses include -
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1 Mobile services
2 Fixed-line
3 National and international long distance services
4 VSAT, Internet services and network solutions
CHAPTER-5
COMPETITIVE STRENGTH
Bharti Tele-Ventures believes that the following elements will contribute to the
Company's success as an integrated telecommunication services provider in
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India and will provide the Company with a solid foundation to execute its business
strategy:
1 Nationwide Footprint - As of April 30, 2005, 100% of India's total mobile
subscribers resided in the Company's twenty three mobile circles. These 23 circles
collectively accounted for approximately 100% of India's land mass;
2 Focus on telecommunications to enable the Company to better anticipate industry
trends and capitalise on new telecommunications-related business opportunities;
3 The strong brand name recognition and a reputation for offering high quality
service to its customers;
4 Quality management team with vision and proven execution skills; and
5 The Company's strong relationships with international strategic and financial
investors such as SingTel, Warburg Pincus, International Finance Corporation,
Asian Infrastructure Fund Group and New York Life Insurance.
The key demographics of Bharti Tele-Ventures' mobile circles are set forth below.
In the present challenging telecom scenario, Bharti Tele-Ventures is one of the few
telecom companies, which is listed on the capital markets in India. The Company has
made a mark for itself, through good corporate governance practices, a superior
management team and strong relationship with stakeholders and partners.
Investor relations at Bharti Tele-Ventures are committed to building exemplary
relationships with its partners, which stand on the principles of mutual trust and growth.
STRONG STRATEGIC AND FINANCIAL PARTNERS
Bharti Tele-Ventures' existing foreign shareholders have acquired direct and indirect
equity interests in the Company for a total consideration exceeding US$1 billion.
SingTel is one of Bharti Tele-Ventures' key strategic partners and its position as one of
Asia's leading telecommunications service provider gives the Company access to
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valuable knowledge in implementing telecommunications projects and to its international
expertise and managerial resources. Bharti Tele-Ventures' other partners includes
Warburg Pincus, International Finance Corporation, the Asian Infrastructure Fund Group
and New York Life Insurance.
AIRTEL
Airtel comes to you from Bharti Cellular Limited - a part of the biggest private integrated
telecom conglomerate, Bharti Enterprises. Bharti provides a range of telecom services,
which include Cellular, Basic, Internet and recently introduced National Long Distance.
Bharti also manufactures and exports telephone terminals and cordless phones. Apart
from being the largest manufacturer of telephone instruments in India, it is also the first
company to export its products to the USA. Bharti is the leading cellular service provider,
with a footprint in 21 states covering all four metros and more than 8 million satisfied
customers.
Vision -To be globally admired for telecom services that delight customers.
Mission - We will meet global standards for telecom services that delight customers
through:
Customer Service Focus
Empowered Employees
Innovative Services
Cost Efficiency
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ACCOMPOLISHMENTS
Wireless Coverage
Area(% of Mobile
Customers covered)
16% 38% 100%
1999 Pre-4th Licence Post-4th Licence
Number of Mobile
Circles
2 5 23
Number of Fixed-Line
Circles
1 1 6
Population covered in
our licensed area (%)
2% 16% 100%
Area covered in our
licensed areas (%)
2% 16% 100%
1 The largest private sector integrated telecommunications services group in India
in terms of the number of customers.
2 Largest Mobile footprint in India, covering 21 of the 23 licensed areas.
3 Proven track record of managing growth - both organic as well as by way of
acquisitions.
4 First and largest private telecommunications services company offering fixed-line
services in India.
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5 Existing foreign shareholders have acquired direct and indirect equity interests in
the Company for a total consideration exceeding US$1 billion.
6 First private telecommunications company to launch long distance services.
7 First off the block to launch fixed-line services in all the four circles of Delhi,
Haryana, Karnataka and Tamil Nadu.
CHAPTER-6
TYPES OF AWARDS
1 Golden Peacock National Training Award 1999 to Bharti Cellular for or Delhi
mobile operations from the Institute of Directors, a non-profit association in India
committed to improving the competitiveness of Indian business by focusing on
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development of business leaders, for the best human resources and training
practices.
2 Ascent Times of India and Sodexho Pass award in 1999 from the Asia Pacific
HRD conclave to Bharti Cellular for corporate excellence in the category of most
innovative human resource practices.
3 Mr. Sunil Bharti Mittal (Chairman and Group Managing Director) was honored as
One of the Top Entrepreneurs Worldwide" for the year 2000 and "Stars of Asia"
for the year 2001 by international business magazine, Business Week.
4 Mr. Sunil Bharti Mittal was selected as the "Businessman of the year 2002" by
Business India.
5 Mr. Sunil Bharti Mittal was awarded the Dataquest IT man of the year 2002.
6 Mr. Sunil Bharti Mittal was selected the "CEO of the year 2002" by World HRD
congress.
7 Mr. Akhil Gupta (Joint Managing Director) was adjudged as the Chief Financial
Officer for year 2001 for Mergers & Acquisitions activities by EIU
CHAPTER-7
MANAGEMENT STRUCTURE
The group has been structured to create functional and operational specialisation with a
linear vision of business lines and functional areas.
Chairman and Group Managing Director- Sunil Bharti Mittal who is assisted by two Joint
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Managing Directors- Akhil Gupta and Rajan Bharti Mittal head the Company. The
Company also has two Presidents- President Mobile Servicesand President Infotel
Services; this responsibility includes Fixed-line, Long Distance and Broadband Services.
The Presidents report to the Group Chairman and ManagingDirector. The head of units
and SBUs report to the respective business's President.
An apex team of Corporate Directors has been constituted. The corporate directors have
supervisory and strategic responsibilities for functional areas across business lines. The
directors oversee functional areas including Business Development, Human Resources,
Marketing, Corporate Communication, IT & Technology, Finance, Legal, Corporate
Affairs, Corporate Strategy & Planning and Supervisory Director cum Chief Mentor -
mobility.
The organization structure is designed to ensure that identical businesses are run along
similar lines and best resources in any functional field, be tapped to serve the best
interests of the entire group.The structure also defines the role of the Head of the units
who are totally empowered to manage their respective companies and is fully responsible
for business operations to build world-class organizations with a high degree of customer
focus.
CHAPTER-8
LIMITATION 0F STUDY
1 As the data is available with the human resource department difficulty faced in
taking prior appointment to interview HR managers and executives of various
organizations.
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2 Apprehension to the part of the respondent to reveal the information due to
confidentiality and business policies.
3 Some of the respondents being senior managers within the industry, time
constraint was a major limitations.
CHAPTER-9
METHODOLOGY
There are basically three sectors to be studied that include the telecom sector, banking
sector, and the call center industry. The methodology to be followed includes proper
planning, data collection, and analysis and action stage. The action stage refers to the
preparation of a benchmark with relation to the recruitment and induction practices to be
adopted by Airtel.
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1 The study will include a comparative study. The main aim of this research is to
understand the trend and perception of recruitment and induction process
prevailing in most of the organizations, in order to find out the gap between the
existing and proposed recruitment and induction process.
2 To study the Recruitment, selection and Induction Process carried out at Airtel.
3 The purpose behind the research is to determine to the extent to which the
recruitment, selection and induction practices in telecom industry, banking sector,
BPO and other industries are in line with recent systematic recruitment, selection
and induction principles established through personnel research.
To develop the best practice for effective and efficient recruitment and induction process.
Recruitment of a capable, efficient and willing workforce forms a cornerstone of the
development of any organization.
CHAPTER-10
COLLECTION OF DATA
1 Primary Data: - The study involved the collection of both qualitative and
quantitative data, using a survey questionnaire and interview method. Different
scales were used to answer the questions. Questionnaire was of mixed type i.e. a
combination of open and closed type questions, which provided flexibility to the
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respondent and elicited complete information from them. Questionnaire involving
in an all thirty-six questions relating the recruitment, selection and induction
process. While the qualitative data was collected on the basis of the comments
given by the managers and assistant managers, regarding how satisfied they are
with their current process, various problems faced by them and their suggestions
regarding the same.
2 Secondary data: - The theoretical framework was collected through Handbook
for Managerial Recruitment and Selection. Author R.P.Das, Bharti HR Policy
Manual and Internet.
CHAPTER-11
LITERATURE REVIEW
THE BENCHMARKING PROCESS
There are several benchmarking process models that have been used and identified by
various scholars and practitioners. But how would this process be applied to Recruitment
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and Induction benchmarking.
The best model of benchmarking is whichever model best fits ones organization. Those
models are basically based on the same concept, the concept of Plan-Do-Check-Action.
The model presented here is taken from Spendolini (1992). It represents five stages of
the benchmarking process that he claimed were common elements from twenty-four
benchmarking process models
The five process stages are as follows.
1) Determine what to benchmark. The purpose of this step is to define what in the
organization the company wants to benchmark. After the company defines it, the
company will later allocate the resources required to conduct benchmarking.
2) Form a benchmarking team. Like other change methodology, it should be
conducted in a team effort activity. Specify roles and responsibilities for each team
member.
3) Identify benchmarking partner. Identify the information sources that the company
will use to collect the benchmarking information and pick the industry with the best
practices.
4) Collect and analyze benchmarking information. In this stage, the company
collects and analyzes the information. Also, in this stage recommendations are made
for later action.
5) Take Action. In this stage, all actions that are required to change the process that the
company chose to benchmark, are implemented. These actions may include making
recommendations, conducting a report or preparing a presentation to apply to the
process.
Overall, benchmarking is not a one-time change methodology. The arrows in the
Figure 2 show that effective benchmarking is a continuous process. Therefore, an
organization would have to be aware of what is out there, and be able to improve their
process in order to be able to compete with others.
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BENEFITS OF BENCHMARKING
The benefits of benchmarking can be classified into two categories: direct benefits for
organizations that apply it and indirect benefits to society, which come from
companies that have used benchmarking worldwide.
Benefits to Organizations
Benchmarking helps to drive overall organization improvement. Benchmarking has also
been credited for producing higher productivity, quality, customer satisfaction, safety,
profit and other performance elements. An organization, however, can expect to have
five basic benefits: benchmarking can help an organization meet customer requirements,
establish effective goals and objectives, develop a true measure of productivity, become
more competitive, and guarantee that the best practices are incorporated into the work
process
(a) Meeting customer requirements. To keep the business successful, it is
necessary for the organization to produce products or provide services that meet the
needs of their customers. Benchmarking is an effective tool to uncover those needs by
searching out the best practices, which will later help the company satisfy the customers
needs.
(b) Establishing effective goals and objectives. Benchmarking is helping
the company to establish and determine the rights goals and objectives. By forcing
organizations to continuously improve practices, benchmarking helps a company setgoals and objectives that keep up with the change in the external environment.
(c) Developing a true measure of productivity. Organizations, who use
benchmarking, know that they are doing their best in their practice by comparing their
practices to the best practices and learning from them. Therefore, employees at all levels
will understand their outputs and how these satisfy the next in line customers or the end
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users which include quality, cost, and timeliness.
(d) Becoming more competitive. Benchmarking helps companies become
more aware of their position in the market and enables them to compete with others. By
using benchmarking it will allow companies to see the practices of others. These results
will help companies become more competitive.
(e) Guaranteeing that companies incorporated the best practices into
their work processes. Benchmarking is based on best practices, not on the type of
business that the company is running. This results in companies finding better methods
of improving business practices. When an organizations targets are based on the very
best practices available, there can be little internal debate about veracity
Internal Benefits of Benchmarking:
1 Framework for change
2 Exposes need for change
2 External focus
3 New ideas best practices
4 Learning culture
5 Promotes contacts
6 Utilizes existing knowledge
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7 Legitimizes targets
8 Decreases subjectivity
Benefits to Society
Besides giving benefits to the company that applied benchmarking directly,
benchmarking also gives benefits indirectly to society. As each industry tries to improve
their processes and performance, they share ideas, lessons, and concepts with each other.
It has been a revolution to achieve higher quality and where that quality revolution has
caused the greatest transformation in the nature of work.
CHAPTER-12
OBSTACTLES IN RESEARCH
Although benchmarking benefits organizations once they have applied it, benchmarking
may not be as established as has been suggested in the literature. These sections will
uncover misunderstandings and causes that often lead to unsuccessful benchmarking.
Researchers have found that most of the companies that do not benchmark make that
decision because of one or more of the five following reasons: ignorance, resource
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constraints, data comparability, size of organization, and inappropriateness of
benchmarking for their organizations.
Some of these reasons occur because companies failed to understand benchmarking.
This misunderstanding can be explained by one or more of the following myths that
surround benchmarking:
(a) Benchmarking is too expensive. The cost of benchmarking can sometimes
be extremely expensive from both direct and indirect costs, including traveling and
meeting times. These costs can be kept to a minimum by working and communicating
effectively in a benchmarking team. Also, a company should focus on only one narrow
area at a time
(b) Management does not understand/ support benchmarking. This is not
true, since most benchmarking is supported or started by managers. Turk Enustun the
director of corporate benchmarking for Eastman Kodak in New York, believes that most
managers have a positive attitude toward benchmarking because they are by nature
competitive, so they are looking at what otheres are doing.
(c) One should benchmark only with the best. Occasionally the best
companies can be overwhelmed by requests to benchmark, causing them to turn down
many of those requests. Even though the concept of benchmarking is to compare the best
practices, it is not necessarily done that way. Benchmarking with less-proficient
companies, also provides a company with ways to improve its processes.
(d) In this industry, there is no process analogous to benchmarking . This
myth has no justification. One can look to the past for examples of benchmarking. Other
companies that did not have anything in common were still able to conduct effective
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benchmarking. A company must
be open-minded in order to find a similar process for purpose of benchmarking. Xerox
and L.L. Bean are good examples of successful benchmarking.
(e) Benchmarking is only for big companies. Most small companies that feelthis way fail to see the benefits that benchmarking can provide, and also feel that
benchmarking requires too many resources.
Another mistake that often occurs is unthinking imitation. It is not that the
company cannot copy others. Many companies engage in this practice, but they must
adapt it to fit their organization. Otherwise, the company will have fallen into the trap of
benchmarking, and not only will it not improve the organization, it will later cause the
organization to discard benchmarking, an important tool for success today.
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CHAPTER-1 3
RECRUITMENT PROCESS
Most employers recognize the fact that their staffs are their greatest assets, and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organization depends on having the right
number of staff, with the right skills and abilities. Organizations may have a dedicated
personnel/human resource function overseeing this process, or they may devolve these
responsibilities to line managers and supervisors. Many people may be involved, and all
should be aware of the principles of good practice. Even in large organizations with a
specialist personnel department it is essential to involve others in the task of recruitment
and induction.
After recruitment, a good induction programme is the way to help a new employee settle
into the organization and become effective quickly.
The importance of good recruitment and selection
Recruiting people who are wrong for the organization can lead to increase in labour
turnover, increased costs for the organization, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and
end up leaving voluntarily or involuntarily when their unsuitability becomes evident.
They will not offer the flexibility and commitment that many organizations seek.
Managers and supervisors will have to spend extra time on further recruitment exercises,
when what is needed in the first place is a systematic process to assess the role to be
filled, and the type of skills and abilities needed to fill it.
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Recruitment System should be:
efficient - cost effective in methods and sources
effective - producing enough suitable candidates without excess and ensuring the
identification of the best fitted for the job and the organization
fair - ensuring that right through the process decisions are made on merit alone.
Steps are:
Step 1: Identifying your recruitment needs
Planning workforce numbers is a strategic activity designed to ensure that your company
is adequately resourced to meet customer demands and business objectives.
Employing the right number of people for your business with the right skills is essential
for success. In order to decide whether you need to take on an additional employee it is
necessary to understand how 'resource gaps' arise. Common reasons include:
1 Growth
2 Redundancy
3 Leavers
4 Terminations
Having identified a resource gap, a job analysis should be conducted.
Step 2: Conducting a job analysis
Job analysis is the first step towards creating a job description based on fact and
evidence. These tools help businesses identify the role required. There are a variety of
ways to conduct a job analysis and organizations should adopt the best means in
accordance with available resources including budget and time. A job analysis is a vital
process that can help an organization determine whether a job should be carried out in a
different way in the future.
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Job analysis techniques include:
a) Task analysis : A list of the key tasks required by the job are drawn up and
measured against required knowledge, skills, experience and attitude to complete
them. Job holders and direct line managers can help provide the required
information. This form of analysis works best with administrative roles, which
perform a number of easily identifiable 'tasks'.
b) Competency analysis : Competency analysis looks beyond the current role to be
recruited and considers the potential for promotion to a range of jobs within the
organization. It might be part of a strategy for succession planning. Key
competencies should be identified in this instance.
c) Critical incident analysis : Critical incidents are the significant events that occur
which may determine whether a job was carried out successfully or not. The
jobholders keep a log of the 'critical incidents' experienced over-time. Best fit is
probably with jobs where immediate response has a large impact - drivers,
construction workers etc.
Step 3: Creating a job description
A job description can be created from data collected during the job analysis exercise. The
job description should state the purpose and responsibilities of the role to be performed.
A comprehensive job description may include:
1 The job title
2 Job location and reporting lines
3 Job summary - aim or purpose of the role
4 Key responsibilities
5 Conditions of employment including salary, benefits etc
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6 Any training and development requirements or opportunities
7 Performance standards and preliminary objectives
The job description forms the basis of the recruitment advertisement/brief. The jobholder
and line manager as a basis for performance review can continuously refer it to over time.
Step 4: Selecting the sources of recruitment:
Advertising medium, newspaper advertising continues to be a key method of finding new
staff. Other options include.
Job centres/employment and careers offices.
Adverts including regional, specialist and national press.
Employment agencies, recruitment consultants, head hunters.
Recruitment fairs/University milk round
Direct approach to employers
Personal contacts
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There are advantages and disadvantages to each method. For a comparison of advertising
mediums please see the table below:
Recruitment
method
Advantages Disadvantages
Many specialise in filling
temporary vacancies
Can be costly
Access to a wide pool of
candidates
Quality may vary from agency to
agency
Speedy staffing solutions
Some offer tailored-solutions
including CV and skills testing
Many specialise in senior
management and specialist
positions
Many consultancies charge between
15-30% of starting salary
Some offer a whole suite of
services including advertising,
initial screening and applicant
filtering
Candidate mis-matching may result in
dissatisfaction
Work to a brief and approach
candidates who may already be
employed
Can be very expensive
Good research facilities and
database of contacts
Can be slow
Works well for very senior
positions such as Chief Executive
roles
Their approach may conflict with
equal opportunities ethics and policies
Specialise in supporting andfinding work for employees that
have been made redundant
Access to candidate pools such as thisoften occur only during an economic
recession, in a climate of downsizing
and mass lay-offs
A source of good quality
candidates who are immediately
Employers must ensure that candidates
really want the job rather than taking it
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available for work for want of work of any kind
Costs can be less than traditional
recruitment agencies
The national papers target
specific job types. For example
media roles are most often
advertised in The Guardian,
engineering and manufacturing in
the Telegraph, legal and senior
secretarial in the Times - this can
make targeting certain candidates
very effective
One-off appearances can be hit and
miss
Newspaper advertising will give
exposure to a large and
geographically-spread candidate
pool
Costs can be expensive and escalate
according to size and colour
requirements etc
As well as fulfilling the primary
aim of finding the best candidates
it can have a secondary marketing
and promotion function
Direct press advertising cuts out the
middle-man which means that the
business must accept responsibility for
filtering all applications and responses
Trade press works well for those
requiring specialist skills and
experience such as IT, catering,
personnel.
Recruitment fairs
and University milk
rounds
An excellent way of gaining
access to students
May not be suitable for smaller
businesses or those wanting to recruit
only one or two graduatesFairs help organisations promote
themselves to the youth market
Can be expensive in terms of
opportunity costs, travel and hotel billsA good way of planning ahead
and showing proactive rather than
reactive recruitment methods
Can be hit and miss
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Many European and international
candidates use the internet to
source new employers. What's
more, 98% of graduates, 93% of
IT specialists and 95% of
scientists use the internet as part
of their daily routine. For
employers trying to recruit these
types of workers the internet is
the obvious choice.
May not be suitable for hiring manual
workers who may not look online for
jobs
Traditional recruitment methods
often take upto 90 days. Research
has shown that the internet canreduce the time to hire to just 30
days.
Quality of candidates is not assured
Reduces cost May go against equal opportunities
policies and ethics
Can be tied into a staff benefit
plan - as an internal referral
reward scheme for example
May reduce opportunities for diversity
May reduce lead-times May produce a company of 'clones'
Access to a wide range of
candidates across all sectors
No cost to the employer
Caters for both temporary and
permanent vacancies
Cheaper than advertising in the
national press
Access to those who live in a
specific area
Figures from the Chartered
Institute of Personnel and
Development (CIPD) suggest that
four in five organisations use the
local press for certain jobs.
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Step 5: Creating an advertisement
Whichever recruitment method is chosen there will need to be an advertisement of some
kind. This will need to be tailored to the medium chosen. Basic considerations include:
1 Size:paid for advertisements such as in newspapers will determine cost by size.
For senior or high-salaried positions it may be most effective to take out a larger
'appearance' space.
2 Layout: very wordy adverts can be overlooked. Ask for a border to be placed
around the advert or use a white background to draw attention.
3 Typography: follow any house style guidelines, to keep consistency of brand.
Avoid fonts that are difficult to read.
4 Visuals: graphics can be very costly, especially for print advertisements. They
may have the advantage, however, of being eye catching.
5 Colour: Mono-advertisements are typically cheaper than full or spot colour
advertisements.
Step 6: Avoiding the discrimination deluge
It is unlawful to discriminate on the grounds of race, sex, disability or Tran sexuality.
Recruitment is a common source of discrimination and it is important that those involvedin the recruitment process have a sound understanding of discrimination, both direct and
indirect.
Discrimination can occur at the preliminary stages of recruitment and selection. It is
crucial that employers proof check any advertisements to ensure that they don't contain
anything that may be understood to indicate an intention to discriminate..
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Employers should not specify a specific gender or physical ability and should avoid any
discriminatory references that may be indirect, such as requesting persons that can work
full-time. Child-care responsibilities traditionally mean that more women than men work
part-time and flexibly, thus a greater proportion of men would be able to apply for such a
position. In a situation such as this the employer's defence would be to show that there is
an objective justification for requiring a full-time employee.
Specific gender, colour, religion or ethnicity can be referenced in a job advertisement
where there is a 'Genuine Occupational Qualification' (GOQ). In certain circumstances,
'positive action' in the context of promoting equality of opportunity may be allowed.
Some employers may wish to ensure that certain groups who may be under-represented
in their workforce are encouraged to apply for vacancies. Positive action in this way is
permitted, where there has been under-representation of a group for 12 months or more.
Step 7: Short listing
Short listing is the process of reducing the candidate pool to a more manageable size. The
numbers of applications will vary according to the advertising medium chosen; often-
online advertising can result in huge numbers of applicants.
Employers must be careful to adopt fair and equitable practices when short-listing. Thiscan be difficult when CVs are the tool for selection filtering and subjective judgments
take effect. Applications are one way of avoiding discrimination in this way.
Recording information on why candidates where rejected as well as accepted will provide
evidence in any Employment Tribunal should a claim of discrimination be made?
Candidates may have spent some time researching the position and writing the
application. Solicited responses should therefore be responded to in a timely manner,
informing the candidate of the outcome of the application. It is also a chance for the
employer to give some positive feedback. Negative PR may prove disastrous in the future
if the candidate becomes a client at a later date.
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Step 8: Taking up references
The reliability of references has often been questioned. Employers tend to err on the side
of giving positive rather than negative references. Although the validity and reliability of
references is questionable, if nothing else, they can encourage candidates to be more
truthful in any applications if they know that the facts will be double-checked.
The point at which references are taken up varies between organisations. Often and
within small businesses this process is taken up at the point of offer. In this instance it is
important to make any verbal or written offer 'subject to satisfactory references'. Best
practice dictates that references should ideally be taken for all short listed candidates. In
reality this is often not practical, as the candidates may not wish their current employers
to know
that they are seeking work. Often the best compromise is to run a character check at short
listing and a factual check at appointment stage.
Written references are often easier to administer but can take time. Their advantage lies
in the fact that they provide evidence of fair selection.
Step 9: Selection methods
There is a variety of methods available to help in the selection process - including
interviews, tests (practical or psychometric), assessment centres, role-plays and team
exercises, to name a few. Usually a range of methods will be used by the organization
depending on the type of job to be filled, the skills of the recruiter and the budget for
recruitment.
Unfortunately, its predictive accuracy for 'job fit' isn't as high. Unstructured interviewscan be the worst offenders.
Using a mixture of interviewing and testing can achieve more predictive results.
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Interviewing
Competency testing is a style of interviewing used to allow a candidate to demonstrate
how they would behave in certain work situations. It is a way of probing a candidate's
key skills. Looking at examples of past behaviour can help employers predict future
behaviour. It is also a way of establishing desired competencies. Employers can in this
way look beyond recruiting for the current role.
Interviewers should remember that the organization requires the most suitable person,
which may not always be the most skilled at being interviewed. Employers should
consider the following when planning selection interviews:
1 Where will the interviews take place?
2 Will there be a selection panel or will the interviews be one-to-one?
3 Who will conduct the interviews?
4 What will the structure of the interview be?
5 Who will document the interview information and how will this be recorded?
Testing
There are many types of 'tests' that can be used to help employers in the selection process
these include:
1 Tests of attainment - these measure the degree of knowledge or skill a person
has acquired at a particular point in time
2 Aptitude tests - these measure a candidate's capacity for abstract thinking and
reasoning e.g. numeracy and spatial awareness
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3 Personality questionnaires - these are designed to measure some form of
personality characteristics such as emotional adjustment, social relations, attitudes
and motivation
Work samples are commonly used by small businesses as a means of selection. In thissituation a candidate is asked to demonstrate their abilities in a real work situation. This
method can also help self-selection, giving the candidate a taste for the job on offer and
the culture of the organization.
Step 10: Checking eligibility to work
In order to avoid liability under the Act, prospective employees are asked to provide
documents showing that they are entitled to live or work in the UK. Some examples of
approved documents may include:
1 Documents stating the National Insurance Number of the individual named
2 A passport
3 A birth certificate
4 Certificate of registration or naturalization as a British Citizen
5 Letters issued by the Home Office
6 A UK residence permit issued to a member of the EU
7 A valid work permit
To avoid claims of racial discrimination employers should ask all prospective employees
for proof of eligibility to work, cherry picking by appearance may lay claim to
discriminatory behaviour.
Copies of these documents should be taken. Fines of upto 5,000 can be levied on
employers who are found to be in breach of the Act.
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Step 11: Making an offer
Once a candidate has been selected the employer must offer the position. A contract is
legally formed when:
1 An offer is made, verbally or in writing
2 Consideration occurs, typically the prospective employee considers the terms and
conditions of the contract
3 Acceptance is affirmed
This means that an offer that is given and accepted verbally is legally binding. If the offer
is made subject to a condition, for example 'satisfactory references' the offer of
employment is conditional.
Step 12: Written statement of particulars
There is no legal requirement to provide a written contract. There is however, an
obligation to provide a written statement of particulars within two months of the
employee commencing work. This typically includes:
1 Name of employer
2 Name of employee
3 Date employment began
4 Remuneration - including intervals at which remuneration is paid
5 Hours of work
6 Holiday entitlements
7 Sickness and injury and associated sick pay levels
8 Pensions and pension schemes
9 Job title
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10 Disciplinary rules
11 Grievance procedures
12 Termination procedures including length of notice
13 Place of work
14 Any collective agreements relevant to the contract
It is advisable to include these terms and other conditions in a written contract.
Incorporated terms of the contract may include work rules set out in a staff handbook for
example. The terms, which are agreed between the parties and are expressed in writingare subject to statutory limitations including:
1 The right to a minimum notice
2 The right to the minimum wage
3 The right to statutory working hours
4 The right to annual paid leave
5 The right to parental leave and payments
These are just some of the basic rights in place and of course employers can and do offer
benefits above the statutory basics. These rules should be set out in writing.
In addition to these statutory obligations, implied terms of the contract exist. These are
rules, which have evolved over time and via court judgments. Examples include the
obligation of the employee to obey the employer's lawful and reasonable orders.
Step 13: Induction and evaluation
Of course the process doesn't stop as soon as the offer has been accepted. Businesses that
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offer a planned induction find that productivity and effectiveness is enhanced. A good
induction will include:
1 Orientation
2 Introduction to key members of staff
3 Briefing on health and safety procedures
4 Training on any internal systems
5 Objective setting
6 Exploration of any additional training requirements
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CHAPTER-14
The Induction Process
When a new employee starts with an organisation they need to be given the opportunity
to take part in an effective induction process.
An effective induction process helps ensure that employees:
1 Become productive more quickly
2 Understand the organisation's policies and procedures
3 Understand the performance standards of the job
4 Stay with the organisation (reduced turnover)
5 Understand the health and safety issues relating to their workplace and
understanding the organizational culture.
Induction program : Induction programs should be structured to ensure that each
employee receives the information they require when they start work. Some organizations
have a documented induction process that includes induction manuals and copies of
relevant policies and procedures.
It is important to ensure that you are aware of your organizations induction process
before new employees start. By inducting your employees properly you will find that
they contribute more effectively to your team.
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What is an Induction Program
Each induction program should be specific to the needs of the organization and the new
employee. However, the following is usually covered in an induction program:
1 Introduction to team leader or direct manager
2 Performance standards and expectations of new employee
3 Work times
4 Introduction to team members
5 Team roles and responsibilities
6 Introduction to other employees
7 Organizational chart
8 Layout of office(s)
9 Security issues and access to the office
10 Safety procedures.
Evaluation
There are many reasons why contracts are terminated. Low turnover can be one
indication of good recruitment and selection practice. Exit interviews can provide
qualitative information on what impact the recruitment and selection experience had on
the employee. Employers should look at three key issues when evaluating the
effectiveness of recruitment and selection practice:
1 Cost-effectiveness
2 Meeting legislative requirements
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3 Monitoring performance
Cost-effectiveness
When calculating the cost of recruitment, employers should consider:
1 Advertising
2 Opportunity costs - including time taken to filter applicants and interview
3 Testing
4 Administration - including reference checking
Monitoring performance
An evaluation of the following issues will help employers determine their success in
managing the performance of new recruits
1 Line manager reports
2 Employee feedback
3 Appraisal data
4 Customer feedback
5 Promotion
On an average, 5days are spent on whole of the screening process. Time spent on
whole of recruitment process is 15days and it is level specific. Recruitments are
open until the position is filled; in this situation, applicants are reviewed and
interviewed on a regular basis until an eligible candidate can be selected and
appointed to the available position. HR there calls the short listed candidates for
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interview. There are three rounds of interview that are individual interviews.
Member of HR department, head of department and member of functional team
for which you are hiring for take interview. The candidate is assessed and
evaluated by top management and if candidate is selected, reference check is
done.
Selected candidates are informed and given the offer letter either on the spot or on
the next day. The concerned person is intimated either through phone call or
through e-mail. HR department informs the concerned department about the
joining date of the candidate and also send information to all employees about the
new joinee through a well-drafted mail, which is known as Parichay. Once the
candidate joins, reference check with employer has to be done.
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CHAPTER-1 5
Analysis of results
This survey aims at understanding the current status and perception of recruitment,
selection and induction process.
This analysis of results is obtained through a sample size of10 organizations, which has
been mentioned below: -
1 Tata Indicomm
2 Hutch
3 Idea Cellular
4 ICICI Bank
5 Apollo International Ltd
6 Glaxo SmithKline
7 Orient Craft
8 Punj Lloyd
9 Colwell and Salmon Communications (India) Ltd
10 Wipro Spectramind
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QUESTIONAIRE
Ques-1 Is there any well defined Recruitment Policy?
Yes No
100% 0%
Is there any Recruitment Policy?
100%
0%
YES
NO
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Ques-2 In your organization, is the manpower requirement identified well in advance?
Yes No
100% 0%
Identification of Manpower requirement in advance
100%
0%
YES
NO
Interpretation:
1 The entire sample have well defined recruitment policy and with proper
documentation.
2 In Colwell and Salmon Communications Ltd, HR department conducts
meeting every week to discuss the weekly requirements, if any.
3 Wipro Spectramind has monthly target whereas Glaxo Smithkline haveproper business plan for manpower requirement.
Ques-3 What are the ways that you use to recruit applicants?
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Name of the
organization
Advertising Internal
Posting
Placement
Agencies
Through
Internet
Employee
Referrals
Campus
Recruitments
Tata Indicomm X X XHutch X X
Idea Cellular X X X
Glaxo
Smithkline
X X X
Apollo
International
X X X
Orient Kraft
Punj LLoyd
ICICI Bank X
Colwell &
Salmon
Communications
Ltd
X X
Wipro
Spectramind
X X X X X
NOTE: in the table denotes YES and X denotes NO. And these signs will be used
further also in our tables.
Ways to
Recruit
Applicants
Advertising Internal
Posting
Placement
Agencies
Through
Internet
Employee
Referrals
Campus
Recruitments
Total 4 9 10 7 5 3
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Ways to Recruit Applicants
11%
24%
26%
18%
13%8%
Advertising
Internal Posting
Placement Agencies
Through Internet
Employee Referrels
Campus Recruitments
Interpretation:
1 26% of the sample recruits applicants through placement agencies.
2 24% of the sample recruits applicants through Internal Posting.
3 18% of the sample recruits applicants through Internet.
4 13% of the sample recruits applicants through Employee Referrals.
5 11% of the sample recruits applicants through Advertising
6 8% of the sample recruits applicants through Campus Recruitment
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Ques-4 How do you inform about the job requirement for each position to all sources
of recruitment?
Name of the
organization
Phone Emails
Tata Indicomm X
Hutch X Idea Cellular X
Glaxo Smithkline
Apollo International X Orient Kraft X
Punj Lloyd X
ICICI Bank X
Colwell and Salmon
Communications
Ltd.
Wipro Spectramind
Source of
Communication
Phone E-Mail
Total 4 9
Interpretation:
1 69% of the sample uses Email to inform about the job requirement for each
position to all sources of recruitment.
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2 31% of the sample uses Email to inform about the job requirement for each
position to all sources of recruitment.
3 Glaxo Smithkline, Colwell and Salmon Communications Ltd and Wipro
Spectramind uses both phone and well drafted email to inform about the job
requirement for each position to all sources of recruitment.
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Ques-5 How do you come to know about any vacant position or manpower requirement
in any department?
Name of the
organization
Through HODs Directly through
Resignations
Manpower
Requisiton Form
Tata Indicomm X
Hutch
Idea Cellular X
Glaxo Smithkline X X X
Apollo International X
Orient Kraft
Punj Lloyd X
ICICI Bank X X
Colwell and Salmon
Communications
Ltd.
X
Wipro Spectramind X
Manpower
Requirement
Through HODs Directly through
Resignations
Human Resource
Information System
Total 8 7 3
Manpower Requirement
44%
39%
17%Through HODs
Directly through
Resignations
Human Resource
Information System
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Interpretation:
1 44% of the sample of the sample comes to know about manpower requirement
through HODs with the help of Manpower requisition forms.
2 39% of the sample comes to about vacant position through resignations.
3 17% sample use human resource information system.
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Ques-6(a) Usually, how much time is spent in the recruitment process? Is it level
specific? Are there any level wise time limits for vacancy filling?
Name of the
organization
7-15 days 15-20 days 15days-40
days
1-2month
Tata Indicomm X X X
Hutch X
Idea Cellular X X
Glaxo Smithkline X X X
Apollo International X X
Orient Kraft X X X
Punj Lloyd X X X
ICICI Bank X X X
Colwell and Salmon
Communications
Ltd.
X X X
Wipro Spectramind X X
Time spent in
Recruitment
Process
7-15 days 15-20 days 15days-40
days
1-2month
Total 5 3 4 3
Time Spent in Recruitment Process
33%
20%27%
20%7-15 days
15-20 days
15days-40 days
1-2month
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Interpretation:
1 33% of the sample spent 7-15 days in the recruitment process.
2 27% of the sample spent 15-40 days in the recruitment process.
3 20% of the sample spent 15-20 day,1-2 months in the recruitment process
depending upon the level of job position.
4 Hutch takes 15 days turnaround time for replacement positions, 25days
turnaround time for new positions and for senior positions take up to 1-2 months.
5 Idea Cellular take 1 week for non-technical positions and 15-20 days for technical
positions.
Recruitment process in the entire sample is level specification
Ques-6 (b) Is the recruitment process same for all in the organization?
Yes No
67% 33%
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Identical Recruitment Process for
all Positions
67%
33%Yes
NO
Interpretation:
1 67% sample use same recruitment process for the entire job positions.
2 33% samples do not use same recruitment process for all job positions at all level
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Ques-7 What criteria does your organization use for short listing the candidates?
Name of the
organization
Work Ex,
Education,
Reference &
Industry Experience
Work Ex,
Education,
Reference
Work Ex, Education
Tata Indicomm X X
Hutch X X Idea Cellular X X
Glaxo Smithkline X X
Apollo International X X
Orient Kraft X X
Punj Lloyd
X XICICI Bank X X
Colwell and Salmon
Communications
Ltd.
X X
Wipro Spectramind X X
Criteria for
Shortlisting the
Candidate
Work Ex,
Education,
Reference &
Industry
Experience
Work Ex,
Education,
Reference
Work Ex, Education
Total 4 3 3
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Criteria for Shortlisting The Candidate
40%
30%
30%
Work Ex, Education,
Reference & IndustryExperience
Work Ex, Education,Reference
Work Ex, Education
Interpretation:
1 40% of the sample use work experience, education, reference and industry
experience for short-listing the candidate.
2 30% use work experience, educational qualifications, and references.
3 30% use work experience and educational qualifications.
4 Hutch takes into consideration while shortlisting the candidate is his current role
whether relevant or not.
5 Wipro Spectramind makes ensure whether a person is comfortable with 24*7
environment or not.
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Ques-8 On an average how much time is spent on screening process?
Name of the
organization
2-3 days 3-5 days Depends on the kind
of Requirement.
Tata Indicomm X X
Hutch X X
Idea Cellular X X
Glaxo Smithkline X X
Apollo International X X
Orient Kraft X X
Punj Lloyd X X
ICICI Bank X X Colwell and Salmon
Communications
Ltd.
X X
Wipro Spectramind X X
Time spent on the
screening process
2-3 days 3-5 days Depends on the kind
of Requirement.
Total 3 4 3
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Time spent on the Screening Proc
30%
40%
30%
2-3 days
3-5 days
Depends on
the kind of
Requirement
Interpretation:
1 40% of the sample spent around 3-5 days in the screening process.
2 30% of the sample spent 2-3 days in the process and
3 Rest 30% of the sample spent time depending upon the kind of requirement and
also time spent by functional head in screening the resumes.
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Ques-9(a) Is there a fixed recruitment budget every year?
Yes No
100% 0%
Is there Fixed Recruitment Budg
Every Year.
100%
0%
Yes
No
Interpretation:
1 Every sample have fixed recruitment budget every year.
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Ques-9 (b) How often are these budgets exceeded?
Recruitment Budget
Exceeded
Frequently Rarely Never
Total 1 4 5
Recruitment Budget Exceed
10%
40%50%
Frequently
Rarely
Never
Interpretation:
1 Recruitment budget of 50% sample has never exceeded but there is 40%
sample whose recruitment budget has rarely exceeded.
2 10% of the samples recruitment budget has exceeded frequently.
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Ques-10 (a) Does your organization proactively seeks feedback so as to improve the
hiring process and the employment standards?
Yes No
100% 0%
Organization Proactively seeks
Feedback.
100%
0%
Yes
No
Interpretation:
1 All the 10 organizations proactively seek feedback so as to improve the hiring
process and the employment standards.
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Ques-10 (b) How often is the hiring process reviewed?
Hiring Process Reviewed
100%
0%
Frequently
Never
Interpretation:
1 All the 10 organizations review their hiring process frequently.
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Ques-11 Are outstation candidates reimbursed for their travel to interview location?
Yes No
100% 0%
Reimbursement of Travel Expenses of
Outstation candidates
100%
0%
Yes
No
Interpretation:
1 All the 10 organizations reimbursed travel expenses to interview location of
outstation candidates.
Ques-12 (a) Do you give preference to internal employees while recruiting at higher
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level.
Yes No
100% 0%
Preference to Internal Employees while Recruiting
at higher level.
100%
0%
Yes
No
Interpretation:
1 All the organizations give 100% preference to internal employees while recruiting
at higher levels through IJPs.
Ques-12 (b) When is the concerned person intimated?
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Name of the
organization
On the Spot Next Day Through
Consultants
Tata Indicomm
Hutch - -
Idea Cellular - -
Glaxo Smithkline - - -
Apollo International -
Orient Kraft - -
Punj Lloyd - -
ICICI Bank - -
Colwell and Salmon
Communications
Ltd.
- -
Wipro Spectramind - -
Candidate intimated
about the result
On the Spot Next Day Through
Consultants
Total 7 3 2
Candidate Intimated about the Res
58%25%
17%
On the Spo
Next Day
ThroughConsultants
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Interpretation:
1 58% of the sample intimates the candidate about the result on the spot i.e. on the
day of his\her interview.
2 25% of the sample intimates the candidate next day about the result.
3 17% of the sample intimates the candidate through consultants about the result.
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Ques-13 How is the concerned person intimated?
Name of the
organization
By Phone Call One to One By mail\website
Tata Indicomm
Hutch - -
Idea Cellular - -
Glaxo Smithkline -
Apollo International - -
Orient Kraft - -
Punj Lloyd -
ICICI Bank - - -
Colwell and Salmon
Communications
Ltd.
-
Wipro Spectramind - -
How is the
concerned person
intimated
By Phone Call One to One By mail\website
Total 7 6 1
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How is the concerned person Intimated
50%43%
7%
By Phone Call
One to One
By mail\website
Interpretation:
1 50% of the sample uses phone call method to intimate the result to the
candidate.
2 43% of the sample use one to one method to intimate the result to the
candidate.
3 7% of the sample uses well-drafted E-mail to intimate about the result to the
candidate.
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Ques-14 What different ways are used in the screening process?
Name of the
organization
Resume
Scanning
Systems
Application
Shortlist
Telephone
Screening
Interview
In-Person
Screening
Interview
Reference
check
Tata Indicomm - Hutch - -
Idea Cellular -
Glaxo Smithkline - - Apollo International - - -
Orient Kraft - -
Punj Lloyd - -
ICICI Bank - -
Colwell and Salmon
Communications
Ltd.
-
Wipro Spectramind - -
Tools used in
Selection Process
Resume
Scanning
Systems
Application
Shortlist
Telephone
Screening
Interview
In-Person
Screening
Interview
Reference
check
Total 3 7 4 9 9
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Tools used in selection Process
9%
22%
13%28%
28%
Resume Scanning
SystemsApplication Shortlis
Telephone ScreeninInterview
In-Person ScreeningInterview
Reference check
Interpretation:
1 28% of the sample use In-Person screening interview and reference check as a
tool for selecting a candidate.
2 22% of the organization use application shortlist for selection process.
3 13% of the organization use telephone-screening interview as one of the tool for
selection process.
4 9% of the organization uses resume-scanning system as a way for selection
process.
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Ques-15 What technology you use during induction?
Name of the
organization
CD Presentations Handbooks
Tata Indicomm
Hutch
Idea Cellular - -
Glaxo Smithkline -
Apollo International - -
Orient Kraft -
Punj Lloyd -
ICICI Bank - Colwell and Salmon
Communications
Ltd.
- -
Wipro Spectramind -
Techniques used
during Induction
Program
CD Presentations Handbooks
Total 4 9 6
Techniques used during Induction Progra
21%
47%
32%CD
Presentations
Handbooks
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Interpretation:
1 47% of the organization use presentations.
2 32% of the organization use handbooks.
3 21% of the organization use CD.
Others include Policy manuals, E-induction and LCD.
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Ques-16 Do you handle all recruitments of your organization internally.
Yes No
70% 30%
Handle all Recruitment of you
organization internally.
70%
30% Yes
No
Interpretation:
1 70% of the sample handles all recruitments of the organization internally.
2 30% of the samples do not handle all recruitments of the organization internally.
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Analysis of Open-Ended Questions
Ques-17 How many rounds of interview are there for selection for each position? Are
these individual interviews or panel interviews?
Ans: - In most of the organizations there are 2-3 rounds of interview in which 2 rounds
are of individual interviews and 1 round comprises of panel interview. Panel interview
generally comprises of HR department, Head of department (HOD), Functional manager,
CEO\MD depending upon the level and position of the requirement.
Ques-18 What modifications would you like to make in your induction process?
Ans: - Most of the organizations want to make modifications in their induction process
like-
1 Qualitative and involvement of top management to participate in the induction
program.
2 It should include overall induction of the employee with all the departmentswhich makes him\her part of the organization i.e. sense of belongingness.
3 To update the required policies and organization chart for effective induction.
4 Cost-effective
5 Conduct quarterly induction but want to make monthly.
There are few organizations that do not want to modify their induction program.
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Ques-19 What challenges did you face in the whole of the hiring process?
Ans: - there are various challenges that are faced by the organizations during the hiring
process and they are-
1 Good candidates from telecom industry.
2 Qualitative and technical candidates.
3 Specialization
4 Attracting good talent at existing salary structure. Turn around time (TAT) to be
met.
5 Dynamic industry
6 Some organizations face problem during misunderstanding of the job
requirements by the consultants.
Ques-20 Does induction include active learning sessions for e.g.: - team-building?
Ans: - Yes, induction does include active learning sessions especially during induction of
management trainees (MT) and graduate engineer trainees (GET).
On the Job projects are given for this purpose.
Ques-21 Members involved in recruitment and selection process are regularly trained and
updated on equality legislation and good practice interview approaches, induction
training, interviewing technology.
Ans: - Members involved in recruitment and selection process are regularly trained and
updated on equality legislation and good practice interview approaches, induction
training, interviewing technology through proper training on selection skills, trainers who
take induction keep changing the process to make sure the process is enhanced every
time. There are interview skill modules, which are given to person who conduct
interviews.
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Ques-22 Do learners have an opportunity to give feedback on their induction experience?
Ans: - In most of the organizations, learners have an opportunity to give feedback on
their induction program. Organizations provide feedback forms based on various
parameters, conduct tests. They make it a open forum where everybody can speak and
express.
Ques-23 Do you conduct any special engagement program for the consultants?
Ans: - Most of the organizations do not conduct such engagement program as they think
they it is not cost- effective.
Some of the organizations organize festival campaigning and giving their names in
advertisement with the organization.
Ques-24 What all sources do you refer for the improvement in the recruitment and
induction practices?
Ans: - Sources referred by the organizations for the improvement in the practices are-
1 Training sessions
2 One to one feedback sessions
3 Industry as well as International benchmarking
4 Internal communication system
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Ques-25 What traits do you look for in a candidate?
Ans: - The parameters that organizations look for in a candidate are:-
Tata Indicomm
1 Communication skills
2 Attitude
3 Work related knowledge
4 Competencies
5 Loyalty
6 Team spirit
Idea Cellular
1 Work related knowledge
2 Communication skills
3 Attitude
4 Job skill
Hutch
1 Communication skills
2 Attitude
3 Work related knowledge
4 Competencies
5 Loyalty
6 Experience
7 Team spirit
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Apollo international Ltd
1 Communication skills
2 Work related knowledge
3 Job skill
4 Experience
5 Talent
Orient Craft
1 Communication skills
2 Work related knowledge
3 Competencies
Punj Lloyd
1 Communication skills
2 Work related knowledge
3 Competencies