Final Airtel Project

8/3/2019 Final Airtel Project

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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


Orient Kraft X X

Punj Lloyd

X XICICI Bank X X

Colwell and Salmon

Communications

Ltd.

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


Orient Kraft X X

Punj Lloyd X X

ICICI Bank X X Colwell and Salmon

Communications

Ltd.

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.

-


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.

-


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



3 Attitude

4 Job skill

Hutch


2 Attitude


4 Competencies

5 Loyalty

6 Experience

7 Team spirit

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Apollo international Ltd



3 Job skill

4 Experience

5 Talent

Orient Craft



3 Competencies

Punj Lloyd



3 Competencies

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