A

PROJECT REPORT ON

RECRUITMENT AND SELECTION PROCESS IN AIRTEL

At

Airtel .

Bhopal, (M.P.)

FOR THE PARTIAL FULFILLMENT OF

MASTERES IN BUSINESS ADMINISTRATION

2009-2011

Submitted to: Submitted by:

Mr. ABC AKSHAY KUMBHARE

M.K.PONDA COLLEGE OF BUSINESS AND MANAGEMENT

PREFACE

The research provides an opportunity to a student to demonstrate knowledge, skill and competencies required during the project. The training project helps to know the problems in the organization and to suggest them how to get rid of those problems.

Although I have tried my level best to prepare this report an error free report every effort has been made to offer the most authenticate position with accuracy.

The report is divided in to seven chapters. The first part consists of Introduction to the topic; Second part gives a brief overview about the organization. The middle part contains the objectives of the project and methodology used in the project. Fourth Chapter is the most important part as it contains the analysis of data. Last Part contains the findings and suggestions.

AKSHAY KUMBHARE

ACKNOWLEDGEMENT

I take this opportunity to place on record my grateful thanks and sincere gratitude to all those who gave me valuable advice and inputs for my study. My study could not have been completed if I had not been able to get the reference materials from the company.

I express my sincere regards to my guide Mr. ABC for constant Support and guidance.

Last but not least, I would also like to express my thanks to my family members who inspired me to put in my best efforts for the research / project report.

AKSHAY KUMBHARE

DECLARATION

I hereby declare that, this project title RECRUITMENT AND SELECTION PROCESS IN AIRTEL is a genuine & bonafide project prepared by me in partial fulfillment of Master Degree in Business Administration.

The project work is original & conclusions drawn herein are based on the data collected & analyzed by myself.

To best of my knowledge, this project work has not been submitted by anyone else in any other institute or university.

Date:

AKSHAY KUMBHARE

Place: Bhopal

MBA (2nd SEM)

COMPANY

PROFILE

BHARTI AIRTEL LIMITED

Type

Public(BSE:532454)

Industry

Telecommunications

Founded

7 July 1995

Founder(s)

Sunil Bharti Mittal

Headquarters

New Delhi,India

Area served

Asia & African countries

Key people

Sunil Mittal(Chairman) and (MD)Sanjay Kapoor(CEO)

Products

WirelessTelephoneInternetSatellite television

Revenue

US$7.254 billion(2009)

BHARTI AIRTEL LIMITED

Operating income

US$ 2.043 billion(2009)

Net income

US$ 1.662 billion(2009)

Total assets

US$ 11.853 billion(2009)

Employees

25,543(2009)

Parent

Bharti Enterprises(63.56%)SingTel(32.04%)Vodafone(4.4%)

Website

Airtel.in

BHARTI AIRTEL LIMITED

Bharti Airtel Limitedformerly known asBharti Tele-Ventures LTD(BTVL) is an Indian company offering telecommunication services in 18 countries. It the largest cellular service provider inIndia, with more than 137 million subscriptions as of June 2010.Bharti Airtel is the world's third largest, single-country mobile operator and fifth largest telecom operator in the world in terms of subscriber base. It also offers fixed line services and broadband services. It offers its telecom services under theAirtelbrand and is headed bySunil Bharti Mittal. The company also provides land-line telephone services and broadband Internet access (DSL) in over 96 cities in India. It also acts as a carrier for national and international long distance communication services. The company has a submarine cable landing station at Chennai, which connects the submarine cable connectingChennaiandSingapore.

It is known for being the first mobile phone company in the world to outsource everything except marketing and sales and finance. Its network (base stations, microwave links, etc.) is maintained byEricssonandNokia Siemens Network,business support byIBMand transmission towers by another company.Ericsson agreed for the first time, to be paid by the minute for installation and maintenance of their equipment rather than being paid up front. This enables the company to provide pan-India phone call rates of Rs. 1/minute (U$0.02/minute). During the last financial year [2009-10], Bharti has roped in a strategic partnerAlcatel-Lucentto manage the network infrastructure for the Telemedia Business.

The company is structured into four strategic business units - Mobile, Telemedia, Enterprise and Digital TV. The mobile business offers services in 18 countries across theIndian SubcontinentandAfrica. The Telemedia business provides broadband, IPTV and telephone services in 89 Indian cities. The Digital TV business provides Direct-to-Home TV services across India. The Enterprise business provides end-to-end telecom solutions to corporate customers and national and international long distance services to telcos.

BHARTI AIRTEL LIMITED

Globally, Bharti Airtel is the 3rd largest in-country mobile operator by subscriber base, behind China Mobile and China Unicom. In India, the company has a 30.7% share of the wireless services market. In January 2010, company announced that Manoj Kohli, Joint Managing Director and current Chief Executive Officer of Indian and South Asian operations, will become the Chief Executive Officer of the International Business Group from 1 April 2010. He will be overseeing Bharti's overseas business. Current Dy. CEO, Sanjay Kapoor, will replace Manoj Kohli and will be the CEO, effective from 1 April 2010.

WORLDWIDE PRESENCE

Airtelis the 5th largest mobile operator in the world in terms of subscriber base and has a commercial presence in 18 countries.

Its area of operations include:

3countries in theIndian Subcontinent:

Bangladesh,IndiaandSri Lanka

15countries inAfrica:

Burkina Faso,Chad,Democratic Republic of the Congo,Republic of the Congo,Gabon,Ghana,Kenya,Madagascar,Malawi,Niger,Nigeria,Sierra Leone,Tanzania,UgandaandZambia.

Airtel owns 70% ofWarid TelecominBangladeshthrough a joint venture. Bharti Airtel Limited will take management control of the company and its board, and will relaunch the company's services under its own Airtel brand. The Bangladesh Telecommunication Regulatory Commission approved the deal on January 4, 2010.

DIRECTORS PROFILE

SUNIL BHARTI MITTAL(born 23 october 1957) is an indiantelecom mogul,philanthropistand the founder,

Chairmanandmanaging directorofBharti enterprises.

The us$7.2billionturnover company runs India's largestgsm-basedmobile phoneservice.

He is the son of sat paul (former MP) and lalita.

In 2007, he was awarded thePADMA BHUSHAN, India's third highest civilian honor.

BHARTI AIRTEL LIMITED

VISION AND PROMISE

By 2010 tel will be the most admired brand in India:

Loved by more customers

Targeted by top talent

Benchmarked by more businesses.

MISSON

Company will meet the mobile communication needs of his customer through error-free service delivery.

Innovative products and services,

Cost efficiency

Unified messaging solution.

ORGANIZATION STRUCTURE OF AIRTEL

AIRTEL MANAGEMENT TEAM

SUNIL BHARTI MITTAL is the Founder, Chairman and Group CEO of Bharti Enterprises.

SANJAY KAPOOR Chief Executive Officer Bharti Airtel Ltd. (India & South Asia).

MANOJ KOHLICEO (International) & Joint MD Bharti Airtel Ltd.

SHAMINI RAMALINGAM Director internal assurance of bharti airtel limited.

S. ASOKAN Executive director - supply chain

SRIKANTH BALACHANDER Chief financial officer

ATUL BINDAL President mobileservices

JYOTI PAWAR Director legal and regulatory of bharti airtel limited

JOACHIM HORN Executive director network services group,

KRISHNAMURTHY SHANKAR Director human resources

AMRITA GANGOTRA Director it (india & south asia)

LIST OF COUNTRIES IN WHICH AIRTEL OPERATES

AIRTELOPERATES IN THE FOLLOWING COUNTRIES. AIRTEL IS INTERIMLY KNOWN AS ZAIN IN ITS NEWLY ACQUIRED AFRICA OPERATIONS AND WILL ASSUME THE AIRTEL BRAND NAME ONLY IN THE COMING MONTHS.

Country

Site

Remarks

Bangladesh

http://www.waridtel.com.bd

Warid Telecom International LLC, an Abu Dhabi based consortium, sold a majority 70% stake in the company to India's Bharti Airtel Limited for US$300 million.Bharti Airtel Limited will take management control of the company and its board, and will relaunch the company's services under its own Airtel brand. The Bangladesh Telecommunication Regulatory Commission approved the deal on January 4, 2010. As of December, 2009 Warid has secured 2.99 million subscribers and is ranked fourth among the six operators of Bangladesh.

Burkina Faso

http://www.bf.zain.com

Airtel in Burkina Faso is the dominant player with 1,433,000 customers representing 50% market share

Chad

http://www.td.zain.com

A pioneer in the Chadian telecom industry, Airtel in Chad is the no. 1 operator with 69% market share.

Democratic Republic of the Congo

http://www.cd.zain.com

Gabon

http://www.ga.zain.com

The rapidly growing mobile sector in Gabon grew by 16.5 percent from 2007 to 2008 according to statistics from the Bank of Central African States. Airtel in Gabon has 829,000 customers and its market share stood at 61%.

Ghana

http://www.gh.zain.com

Airtel in Ghana has over 1 million customers.

India

http://www.airtel.in

Kenya

http://www.ke.zain.com

Airtel Kenya customers stand at 2,418,000 million with 17% market share.

Madagascar

http://www.mg.zain.com

Airtel holds second place in the mobile telecom market in Madagascar, has a 39% market share and over 1.4 million customers.

Malawi

http://www.mw.zain.com

Airtel in Malawi is the market leader with a market share of 72%.

Niger

http://www.ne.zain.com

Airtel in Niger is the market leader with a 68% market share.

Nigeria

http://www.ng.zain.com

Republic of the Congo

http://www.cg.zain.com

Airtel in Congo is the market leader with a 55% market share.

Sierra Leone

http://www.sl.zain.com

Sri Lanka

http://www.airtel.lk

Tanzania

http://www.tz.zain.com

Airtel in Tanzania is the market leader with a 38% market share.

Uganda

http://www.ug.zain.com

Airtel in Uganda stands as the no. 2 operator with a market share of 38%.

Zambia

http://www.zm.zain.com

SUBSCRIBER BASE IN INDIA

The Airtel subscriber base according to Cellular Operators Association of India (COAI) as of May 2010[13]was:

Metros

Chennai- 2,704,067

Delhi- 6,204,025

Mumbai- 3,066,905

Kolkata- 2,821,065

"A" Circle

Andhra Pradesh- 13,547,616

Gujarat- 5,760,204

Karnataka- 13,209,270

Maharashtra- 6,701,424

Tamil Nadu- 8,423,702

"B" Circle

Haryana- 1,554,034

Kerala- 3,185,876

Madhya Pradesh- 7,202,200

Punjab- 4,921,266

Rajasthan- 10,802,138

Uttar Pradesh (East)- 9,671,973

Uttar Pradesh (West)- 4,317,918

West Bengal- 6,001,669

"C" Circle

Assam- 2,570,283

Bihar- 11,652,206

Himachal Pradesh- 1,346,666

Jammu and Kashmir- 1,976,568

North Eastern States- 1,538,853

Orissa- 4,373,802

ACHIEVEMENTS OF AIRTEL

(1) Airtelis the 5th largest mobile operator in the world.

(2) Presence in 18 countries.

(3) Airtel in telecom,internet,television.

(4) Members of theBridge Alliance

(5) BSE Sensexcompanies ofIndia.

(6) S&P CNX Niftycompanies ofIndia.

(7) On May 9, 2009 Airtel signed a major deal with Manchester United Football Club. As a result of the deal, Airtel gets the rights to broadcast the matches played by the team to its customers.

(8) Bharti Airtel signed a five-year deal withESPN Star Sportsto become the title sponsor of theChampions League Twenty20crickettournament. The tournament itself is named "Airtel Champions League Twenty20.

INTRODUCTION

TO

PROJECT

INTRODUCTION TO PROJECT

RECRUITMENT AND SELECTION

RECRUITMENT

Recruitment is the process concerned with the identification of sources from

where the personnel can be employed and motivating them to offer themselves

for employment.

Werther and Davis have defined this as follows; Recruitment is the process of

finding and attracting capable applicants for employment. The Process

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

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

selected.

Lord has defined, Recruitment is a form of competition. Just as corporations

compete to develop, manufacture, and market the best product or service, so

they must also compete to identify, attract and hire the most qualified people.

Recruitment is a business, and it is big business.

Thus, recruitment process is concerned with the identification of possible sources

of human resource supply and tapping those sources.

SELECTION

Selection can be conceptualized in terms of either choosing the fit candidates, or

rejecting the unfit candidates, or a combination of both. Selection involves both

because it picks up the fits and rejects the unfits. In fact, in Indian context, there

are more candidates who are rejected than those who are selected in most of the

selected processes. Therefore, sometimes, it is called a negative process in

contrast to positive program of recruitment.

Stone has given a formal definition; Selection is the process of differentiating

between applicants in order to identify (and hire) those with a greater

likelihood of success in a job.

Difference between Recruitment and Selection

At this stage, it is worthwhile to understand difference between recruitment and

selection as both these terms are often used together or sometimes

interchangeably.

Flippo described in the following statement: Recruitment is a process of

searching for prospective employees and stimulating and encouraging them to

apply for jobs in an organization. It is often termed positive in that it stimulates

people to apply for jobs to increase the hiring ratio, i.e., the number of applicants

for a job. Selection, on the other hand, tends to be negative because it rejects a

good number of those who apply, leaving only the best to be hired.

GOALS OF RECRUITMENT

To attract highly qualified individuals.

To provide an equal opportunity for potential candidates to apply for

vacancies.

GOALS OF SELECTION

To systematically collect information about to meet the requirements of the

advertised position.

To select a candidate that will be successful in performing the tasks and

meeting the responsibilities of the position.

To engage in hiring activities that will result in eliminating the under

utilization of women and minorities in particular departments.

To emphasize active recruitment of traditionally under represented groups,

i.e. individuals with disabilities, minority group members, women, and

veterans.

SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people

available in the organization or through the selection of people from outside.

Thus, there can be two sources of manpower external and internal. For all

recruitment, a preliminary question of policy considers the extent to which it will

emphasize external and internal sources.

Vacancies through internal sources can be filled up either through promotion or

transfer; recruiters tend to focus their attention on outside sources. Therefore, the

first problem is to identify outside sources. Normally, following outside sources

are utilized for different positions.

1. Advertisement -: Advertisement is the most effective means to search

potential employees from outside the organization. Employment

advertisement in journals, newspaper, bulletins, etc, is quite common in

our country. An advertisement contains brief statement of the nature of

jobs, the type of people required, and procedure for applying for these job

2. Employment Agencies -: Many organizations get the information

about the prospective candidates through employment agencies. In our

country, two types of agencies are operating: public employment agencies

and private employment agencies.

Public Employment Agencies: There are employment exchanges run by

the government almost in all districts. The employment seekers get

themselves registered with these agencies. Normally, such exchanges

provide candidates for lower position like semi-skilled and skilled workers,

and lower-level operations like clerks, junior supervisors, etc.

Private Employment Agencies : There are many consultancy and

employment agencies like ABC consultants, Personnel and productivity

services, etc., which provide employment services particularly for selecting

higher level and middle level executives. These agencies also undertake

total functions personnel on behalf of various organizations. They charge

fees for this purpose.

3. On campus Recruitment -: Many organizations conduct preliminary

search of prospective employees by conducting interviews at the

campuses of various institutes, universities and colleges. This source is

quite useful for selecting people to the posts of management trainees,

technical supervisor, scientist, and technicians. The organizations hold

preliminary interviews on the campus on the predetermined date and

candidates found suitable are called for further interviews at specified.

4. Employee recommendations -: Employee recommendation can be

considered to the lower levels. The idea behind employee

recommendations as a source of potential applicants is that the present

employees may have specific knowledge of the individuals who may be

their friends, relatives, or acquaintances. If the present employees are

reasonably satisfied with their jobs, they communicate these feelings to

many persons in their communities.

5. E Hiring -: Many organizations conduct preliminary search of

prospective employees through the internet service. There are many job

portals available on internet like Naukri.com, Monster.com etc. Candidates

register their cvs on the different job portals which are searched by the

recruiters who are looking for the candidates. The candidates whose

profiles match with the recruiters requirement are contacted through email

or by telephone for further interview process.

6. Gate Hiring -: The concept of gate hiring is to select people who approach

on their own for employment in the organization. Gate hiring is quite useful

and convenient method at the initial stage of the organization when large

number of such people may be required by the organization. It can be

made effective by prompt disposal of applications, by providing

information about the organizations policy and procedures regarding such

hiring and providing facilities to +such gate callers.

It is not necessary that a particular organization will utilize all sources to

employ people of all types. Some of the sources are more useful for a

particular category of employees. For example, advertisement and e-hiring

are more useful for employing managerial personnel.

SELECTION PROCESS

A selection process involves a number of steps. The basic idea is to solicit

maximum possible information about the candidates to ascertain their

suitability for employment. Since the type of information required for

various positions may vary, it is possible that selection process may have

different steps for various positions. For example, more information is

required for the selection of managerial personnel as compared to

workers. A standard selection process has the following steps:

1. Screening of Applications -: Prospective employees have to fill up

some sort of application forms. These forms have variety of information

about the applicants like their personal bio-data, achievements,

experience, etc. Such information is used to screen the applicants who are

found to be qualified for the consideration of employment. Based on the

screening of applications, only those candidates are called for further

process of selection who are found to be meeting the job standards of the

organization.

2. Selection Tests -: Many organizations hold different kinds of selection

tests to know more about the candidates or to reject the candidates who

cannot be called for interview, etc. Selection tests normally supplement

the information provided in the application forms. Such forms may contain

factual information about candidates. Selection tests may give information

about their aptitude, interest, personality, etc., which cannot be known by

application forms. Types of selection tests areas follows: Achievement

test, Intelligence test, Personality test, Aptitude test, Interest test.

3. Interview -: Selection tests are normally followed by personnel interview

of the candidates. The basic idea here is to find out overall suitability of

candidates for the jobs. It also provides opportunity to give relevant

information about the organization to the candidates. In many cases,

interview of preliminary nature can be conducted before the selection the

selection tests. For example, in the case of campus selection, preliminary

interview is held for short listing the candidates process of selection.

4. Checking of References -: Many organizations ask the candidate to

provide the names from whom more information about the candidates can

be solicited. Such information may be related to character, working, etc.

The usual referees may be previous employers, persons associated with

the educational institutions from where the candidates have received

education, or other persons of prominence who may be aware of the

candidates behavior and ability.

5. Physical Examination -: Physical examination is carried out to ascertain

the physical standards and fitness of prospective employees. The practice

of physical examination varies a great deal both in terms of coverage and

timings. Some organizations only have general check up of applicants to

find out the major physical problems which may come in the way of

effective discharge of duties. In the context of timings also, some

organizations locate the physical examination near the end of the

selection process, others place it relatively early in the process. This latter

course is generally followed when there is high demand for physical

fitness.

6. Approval by appropriate Authority -: On the basis of the above steps,

suitable candidates are recommended for selection by the selection

committee or personnel department. Organizations may designate the

various authorities for approval of final selection of candidates for different

categories of candidates, Thus, for top level managers, Board of directors

may be approving authority; for lower levels, even functional heads

concerned may be approving authority. When the approval is received, the

candidates are informed about their selection and asked to report for duty

to specified persons.

7. Placement -: After all the formalities are completed, the candidates are

placed on their jobs initially on probation period may range from three

months to two years. During this period, they are observed keenly, and

when they complete this period successfully, they become the permanent

employees of the organization.

INTERVIEW

Interview is selection technique that enables the interviewer to view the

total individual and to appraise him and his behavior. It consists of

interaction between interviewer and applicant. If handled properly, it can

be a powerful technique in achieving accurate information and getting

access to material otherwise unavailable. However, if the interview is not

handled properly, it can be a source of bias, restricting or distorting the

flow of communication. Interview is the most widely used selection

technique because of its easiness.

There can be several types of interviews:

Preliminary interview is held to find out whether the candidate is required

to be interviewed in more detail.

Stress interview is directed to create situations of stress to find out

whether the applicant can perform well in a condition of stress.

Patterned interview is structured and questions asked are decided in

advance. This is done to maintain uniformity in different boards of

interviewers.

Depth interview, also known as non-directive interviewer, covers the

complete life history of the applicants and includes such areas as the

candidates work experience, academic qualifications, health, interests,

hobbies, etc. This method is informal, conversational with freedom of

expression to the candidate

PRINCIPLES OF INTERVIEWING

Interview is the most frequently used technique for selection. However, it can

give better results only when it is conducted properly. Following points can be

taken into consideration to make an interview more effective:

There should be proper planning before holding the interview, what way it

will be conducted, on what basis the candidate is to be evaluated, and

how much weight-age will be given to interview in the total selection

process. Preparation on these lines avoids ambiguity and confusion in

interviewing.

There should be proper setting for conducting interview. The setting is

required both of physical and mental nature. The physical setting for the

interview should be comfortable and free from any physical disturbance.

The mental setting should be one of rapport between interviewer and the

candidate.

When the candidate feels at ease, the interview may be started. At this

stage, the interview obtains the desired information and may provide the

information sought by the candidate. The interviewer should ask questions

in a manner that encourages the candidate to talk. He should listen to

carefully when the candidate is furnishing the information. This gives an

impression to the candidate that the interviewer is quite serious about him

and he will do his best.

The interview of the candidate should close with pleasant remarks. If

possible, the interviewer should give an induction about the likely end of

interview. Saying thanks, good wishes or similar things carries much

better impression about the interviewer.

Immediately after the interview is over, the interviewer should make an

evaluation of the candidate. At this stage, the things are quite fresh mind.

He can give remarks about the characteristics of the candidate or give

grade or mark as the case may be. This will help the interviewer to make a

comparative evaluation of all candidates easily.

PLACEMENT AND INDUCTION

After a candidate is selected for employment, he is placed on the job. Initially,

the placement may be probation, the period of which may range from six

months to two years. After successful completion of the probation period, the

candidate may be offered permanent employment.

After the initial placement of the candidate on the job, his induction is

necessary. Induction is a technique by which a new employee is rehabilitated

into the changed surroundings and introduced to the purposes, policies and

practices of the organization, employees job and working conditions, salary,

perks, etc. In other words, it is the process of introducing the employee to the

organization and vice versa. Induction is required because of following

reasons:

1. When a new employee joins an organization, he is a stranger to the

organization and vice versa. He may feel insecure, shy, and nervous in

the strange situation. He may have anxiety because of lack of

adequate information about the job, work procedures, organizational

policies and practices, etc. In such a case, induction is needed through

which relevant information can be provided; he is introduced to old

employees and to work procedures. All these may develop confidence

in the candidate and he may start developing positive thinking about

the organization.

2. Effective induction can minimize the impact of reality shock some new

employees may undergo. Often, freshers join the organization with

very high expectations which may be far beyond the reality. When they

come across with reality, they often feel shocked. By proper induction,

the new comers can be made to understand the reality of the situation.

Every organization has some sort of induction program either formally or

informally. In large organizations where there are well-developed personnel

functions, often induction programmes are undertaken on formal basis,

usually through the personnel department. In smaller organizations, this may

be done by the immediate superior of the employees.

OBJECTIVES OF STUDY :

1. To learn the HR process of the organization

2. To study the recruitment policys and procedure

3. To learn the ability to select a recruitment model that will improve the quality of the present and future workforce of the organization

4. To learn the framework around how to achieve recruitment objectives

5. SWOT Analysis of Bharti Airtel

HR PRACTICES IN AIRTEL- OVERVIEW

Introduction:The project discusses HR Practices in Airtel. HR helps the organization to manage its human assets more strategically so that it can attain higher levels of performance and greater profitability. The HR manager assists employees in finding ways to increase productivity and to reinforce the organization's core competencies byteaching skillsthat contribute to organizational growth. Additionally, HR works to develop an environment that encourages affiliation, responsibility and commitment.

Human Resource management functions:- Analyses jobs and skills needed in the organization.- Assesses, develops and implements policies, procedures and systems.- Recruits and selects workers- Appraises performance.- Rewards workers through the implementation of compensation systems.Designs and deliverstraining, development and educational programs for employees to provide the organization with the skilled resources it needs.

BHARTI AIRTEL RECRUITMENT PROCESS

Executive Summary

The objective of Recruitment is to ensure precisely channeled selection of resources, to enable achievement of the companys business goals.

Project Report primarily deals with the study of recruitment process in Bharti Airtel Services limited..MethodologyResearch Methodology Survey Method was used for the study and research.Primary Data : Data was collected through questionnaire filled by the employees of BASL.Secondary Data : Data was obtained within the organization these included records maintained by BASL. Discussion with project guide and employers of BASL.

(1)In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR & HODs at the end of financial year.

(2)The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it is forwarded to recruitment manager.

(3)Then the sourcing of CVs is done, through various methods. Then the initial screening, if the candidate is selected then he is supposed to fill JAF , and then get the JAF form and mark the date of functional Interview .

Short listing of CVs as per requirement and then the candidates are called for the interviews. Then the candidates initial screening is done i.e. qualification of candidate is matched with the requirement. JAF is made to fill by the candidate. Then comes the functional interview round which is taken by the functional manager. If he qualifies functional interview round then the candidate goes for the salary negotiation, which is done by the HR. At last the offer letter is issued to the selected candidate.

DATA ANALYSIS

AND

FINDINGS

Major Facts and Findings

1. In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR & HODs at the end of financial year.2. The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it is forwarded to recruitment manager.3. The sourcing of CVs is done, through various methods. Then the initial screening, if the candidate is selected then he is supposed to fill JAF , and then get the JAF form and mark the date of functional Interview .LimitationBias answers may be given by the employees who were asked to fill the questionnaire.

Facts and FindingsOn the basis of research conducted on past employees of Bharti Airtel the following facts have been enumerated. The reasons given below are based on the questionnaire of employees of Bharti Airtel:From the questionnaire used for my research work, I observed and learnt a lot not only about the recruitment process in Bharti Airtel but also about other HR related issues and HR working there.The following pie-charts are the outcome of the questionnaire, prepared by me.

RECOMMENDATION

To

COMPANY

RECOMMENDATIONS

It is very difficult to suggest any company for their reputation, especially in the field of telecom and regarding their recruitment process, when the companys brand (Bharti Airtel Limited) is enjoying a good market share with its effective sales force and one of the most admired brands in telecom sector.On the basis of my research I would like to recommend some steps which may result in more effectiveness of recruitment process:I hope the above suggestions will be helpful for the organization specially to reduce attrition in Bharti Airtel Limited. Many HR Policies are not known to most of the employees. It should be made clear on the day of joining or on the First working day. Interview Assessment Sheets are not filled by both Functional and HR-Interviewer. It should be filled on the time of interview. The company should follow job rotation to retain its best talents. In the Skip Level Meetings, no name and oracle code should be asked. To get the true reply from the employees. There should be frequent Feedback Sessions for employees. There should be Exit Interview of all the leaving employees and it should be taken seriously. For COLD Calls or WARM Calls a proper data should be made (on the basis of work experience, and current salary) and then the calls should be made for Interviews. New Joinees should be made clear of there KRA on the first working day. There should be proper maintenance of all the employees documents for future needs..

BIBLIOGRAPHY

BIBLIOGRAPHY

WEBSITES

1. Www.airtel.in

2. Www.wikipedia.org

3. Www.slideshare.net

4. Www.scribd.com

BOOKS

1.The management of human resources by robbins

stephen,tata mcgraw hill,new delhi..

2.Managing human resources by diwedi,galgotia publishing

ltd. New delhi..

3.Research methodology by kothari, galgotia publishing

ltd. New delhi..