ASSIGNMENT

ON
HUMAN RESOURCE MANAGEMENT
SCHOOL OF MANAGEMENT STUDIES
PUNJABI UNIVERSITY PATIALA
Submitted to:
Le! A"i"i#de$ Se%&o#

Submitted b':
A(#ee)& M*#&*#d*
+,-.
Gu$meet Si#/&
5853
About Company
Airtel is one of Asias leading integrated telecom services providers with
operations in India, Sri Lanka and Bangladesh. Bharti Airtel since its
inception has been at the forefront of technology and has pioneered several
innovations in the telecom sector.
The company is strctred into for strategic bsiness nits ! "obile,
Telemedia, #nterprise and $igital T%. The mobile bsiness offers services in
India, Sri Lanka and Bangladesh. The Telemedia bsiness provides
broadband, I&T% and telephone services in '( Indian cities. The $igital T%
bsiness provides $irect!to!)ome T% services across India.
Bharti Airtel offers *S" mobile services in all the +,!telecom circles of
India and is the largest mobile service provider in the contry, based on the
nmber of cstomers
Airtel telemedia services
The grop offers high speed broadband internet with a best in class network.
-ith Landline services in '. cities we help yo stay in toch with yor
friends / family and the world. *et world class entertainment with Indias
best direct to home 0$T)1 service digital T% in more than 2(3 cities
Enterprise services
#nterprise Services provides a broad portfolio of services to large #nterprise
and 4arrier cstomers. This division comprises of the 4arrier and 4orporate
bsiness nit.
Digital services
$iscover the magical e5perience of digital entertainment with Airtel. 6rom
$%$ 7ality pictre and sond, the best and widest variety of channels and
programmes to the best on!demand content on Airtel Live, yor T% viewing
e5perience change forever with digital T% from Airtel8
RECRUITMENT PROCESS
9ecritment process involves a systematic procedre from sorcing the
candidates to arranging and condcting the interviews and re7ires many
resorces and time. Bt before actally recriting the employees some
important aspects have to be taken care .The whole process of recritment is
as follows:
Step 1. CHEC !OR OR"ANISATION "OA#S.
The organi;ation goals of the organi;ation play a vital role in deciding and
strctring the whole process of recritment and selection. Sch as:
0i1 If the organi;ation has e$pansi%n plans that cold be e5pansion in
the services it offers or setting p new office or any other
e5pansion plans, then obviosly it needs more workforce to carry
ot <e5ecte those e5pansion plans, ths the organi;ation goes for
hiring new employees .i.e. 9ecritment.
0ii1 If the organi;ation has the goal to retain t&e mar'et s&are that
may be de to more and m%re c%mpetiti%n rising from e5isting
players and new entrants, then there is obviosly press(re %n c%st,
then it makes internal restrctring and allocations to make the
optimal tili;ation of resorces or goes for minimal recritment.
Step ). IDENTI!*IN" THE +ACANC* AND ,O- ANA#*SIS.
T&e recr(itment pr%cess /egins 0it& t&e &(man res%(rce department
receiving re1(isiti%ns 2%r recr(itment 2r%m di22erent department %2 t&e
%rgani3ati%n and t&at t%% are determined a2ter t&%r%(g& 4%/ anal5sis
al%ng 0it& t&e s'ill and management anal5sis.
,%/ anal5sis inv%lves c%llecti%n %2 4%/ related in2%rmati%n. T&e 2%c(s is
%n t&e 4%/ /(t n%t %n individ(al &%lding t&e 4%/. H%0ever individ(als
are c%ns(lted.
The main prpose of condcting =ob analysis is to prepare =ob description
and =ob specification which in trn helps to hire the right 7ality of
workforce into the organi;ation. The general prpose of =ob analysis is to
docment the re7irements of a =ob and the work performed.
After thorogh analysis, data is collected abot =ob description and what all
=ob specifications are re7ired. This adat contains :
2 &osts to be filled
+ >mber of persons re7ired
, $ties to be performed 04%/ descripti%n1
. ?alifications re7ired 04%/ speci2icati%n1
Step 6. SOURCES O! RECRUITMENT
After the analysis of organi;ation goals and =ob has been done, then ne5t
step in recritment process is selecting the sorce of recritment. An
organi;ation can se any of the sorces depending on the type of personnel
re7ired and also the bdget allocated for it.
In Airtel the sorces of recritment depends on the decision taken by the
hman resorce department with the pper management. It cold be internal
or e5ternal. Let s discss in detail.
INTERNA# SOURCES O! RECRUITMENT
In Airtel the Internal S%(rces %2 Recr(itments that are sed are:
2 TRANS!ER
In this method the employees are transferred from one department to another
according to their efficiency and e5perience. Also if the organi;ation is
planning some new pro=ects, then it transfers employees with the re7ired
skills and knowledge to that respective pro=ect<department.
+ PROMOTIONS
The employees are promoted within the same department to higher post or
from one department to another with more benefits and greater responsibility
based on efficiency and e5perience. This gives employees a boost to work
hard and prove it to the organi;ation and ths morale of employees is
increased.
6 INTERNA# "ROUP COMPANIES
As Bharti grop is so diversified that there is good choice of making
selection from its grop companies considering organi;ation goals and that
throgh sstainable development.
Airtel has also the sorce of recriting the employees from its grop
companies namely:
Comviva Technologies Ltd(formerly known as Bharti Telesoft)
FieldFresh Foods Pvt. Ltd.
Bharti Retail Pvt Ltd
Bharti AA !eneral "ns#rance Com$any
EXTERNAL SOURCES OF RECRUITMENT
2 PRESS AD+ERTISEMENTS
Advertisements of the vacancy in newspapers and =ornals are a widely sed
sorce of recritment. The vacancies the organi;ation are advertised and
then candidates apply for it and then they are selected according to selection
criteria sch as tests and interviews.
) CAMPUS RECRUITMENT
-hen the organi;ation need to fill entry level positions then it opts for
camps recritment. In this the organi;ation contacts edcational instittions
sch as colleges and niversities for a list of prospective candidate. The
candidates are made to pass throgh varios stages of selection sch as
preliminary interview, tests and then interviews. The main advantage in this
case is that here the organi;ation has the choice of selecting the candidates
from a large pool. Airtel visits vari%(s c%lleges t&r%(g&%(t India 2%r
camp(s recr(itment. Pr%minent names are. IIMs7 !MS7 S5m/i%sis7
II!T7 U-S etc.
6 POACHIN"
Airtel does recritment throgh poaching also.
&oaching means employing a competent and e5perienced person already
working with another repted company in the same or different indstry@ the
organi;ation might be a competitor in the indstry. A company can attract
talent from another firm by offering attractive pay packages and other terms
and conditions, better than the crrent employer of the candidate.
8 E9RECRUITMENT
Airtel also se Internet as a sorce of recritment. #!recritment is the se of
technology to assist the recritment process. It advertises =ob vacancies
throgh worldwide web. The =ob seekers send their applications or
crriclm vitae i.e. 4% throgh e mail sing the Internet. Alternatively =ob
seekers place their 4%s in worldwide web, which can be drawn by
prospective employees depending pon their re7irements.
: P#ACEMENT A"ENCIES ; MANA"EMENT CONSU#TANTS
Several private consltancy firms perform recritment fnctions on behalf of
client companies by charging a fee. These agencies are particlarly sitable
for recritment of e5ectives and specialists. It is also known as 9&A
09ecritment &rocess Atsorcing1.
Airtel does recritment throgh consltants as well wherein it has to pay
fees to them and that too depends on the position on which the employee is
being recrited.
< EMP#O*EE RE!ERRA#S ; RECOMMENDATIONS
Airtel also does the recritment throgh the reference process as well
wherein the crrent employees can refer their friends and relatives for some
position in their organi;ation. )man 9esorce "anager can in7ire them
for sitable =obs. The employees referred are then called for interview and
then selected on the basis of reslt of that interview. This is also a good
method to get the desired personnel.
INDUCTION
After the selection of the personnel is done on the basis of varios
recritment methods. >e5t step when the employee is appointed <given final
call letter, then activity done on the very first day of those personnel is
Indction training.
Ind(cti%n training is a type of training given as an initial preparation pon
taking p a post. Its goal is to help new employees reach the level of
performance e5pected from an e5perienced worker. It often contains
information dealing with the la5%(t of the firmBs operating facility, &ealt&
and sa2et5 meas(res and sec(rit5 s5stes. An attempt may also be made to
introdce the individal to key employees and give an impression of the
cltre of the organisation.
This training is done systematically and is often the responsibility of the
immediate spervisor to make sre that its done smoothly. If careflly done,
it will save time and cost. It is imperative that managers place their athority
and power to make sre that the new employee is careflly helped to ad=st
to the new work srrondings and cltre.
The motive of the indction program is:
To welcome new employees
To settle new employees into the work place
To allow new employees to nderstand their role within the bank.
To enable the employee to become independently prodctive as
7ickly as possible.
INDUCTION TRAININ" AT AIRTE#
Airtel provide information to a new worker at a rate that allows them to
nderstand it properly. #5plain what the bsiness does and how they fit in.
Airtel arrange sessions with different members of staff so they can e5plain
their role in relation to the bsinessB activities.
"eneral areas incl(ded in Ind(cti%n Training are.
Administrati%n
$ring Indction training Airtel provide the employee with:
details of any company pension scheme
a copy of any procedres and handbooks
any niforms and standard e7ipment they will se
Terms and c%nditi%ns %2 empl%5ment
It is a legal re7irement for employers to give their empl%5ees a written
statement of terms and conditions of employment within two months of
starting work, e5cept for those employees who will be working for less than
one month.
It is a good idea to go throgh this dring the indction and give them
details of isses sch as:
hors of work ! inclding breaks
sickness and holiday procedres
disciplinary and grievance procedres
Healt& and sa2et5
The organi;ation also provides its new workers with any health and safety
information they need to carry ot their =ob safely. &rovide them with a copy
of the bsinessB health and safety policy and get them to sign it once they
have read it.
They are also shown the area where they:
may smoke on yor premises ! if at all
can read yor drgs and alcohol policy
.
T%(r %2 t&e premises
The organi;ation shows its new workers where they will be working and the
location of any facilities.
Intr%d(cti%n t% c%lleag(es
The organi;ation also introdces new workers to their team colleages in
trn. The employees are also introdced to:
their line manager
those responsible for )man 9esorces or training
the health and safety officer
trade nion or employee representatives
Intr%d(cti%n t% t&e 4%/
$ring indction the new employees are also taken throgh what their =ob
entails and how this fits in with the rest of the bsiness i.e. dties and
responsibilities attached to it.
TRAININ"
The term training refers to the ac7isition of knowledge, skills, and
competencies as a reslt of the teaching of vocational or practical skills and
knowledge that relate to specific sefl competencies. In addition to the
basic training re7ired for a trade, occpation or profession, observers of the
labor!market recogni;e today the need to contine training beyond initial
7alifications: to maintain, pgrade and pdate skills throghot working
life. &eople within many professions and occpations may refer to this sort
of training as professional development.
TRAININ" IN AIRTE#
Airtel ses following methods in order to train its employees:
1. ON THE ,O- TRAININ"
Cnder this techni7e, the employee is placed in a new =ob and is told how it
may be performed. It is primarily concerned with the developing in an
employee a repertoire of skills and habits consistent with the e5isting
practices of an organi;ation and with orienting him to his immediate
problems.
#mployees are coached and instrcted by skilled co!workers, by spervisors,
by the special training instrctors. They learn the =ob by personal
observation and practice as well as occasionally handling it. It is learning by
doing.
). #ECTURES
The most fre7ently sed kind of training is lectres, althogh little research
e5ists as to the effectiveness of either. It is sally impossible to teach
someone everything she needs to know at a location away from the
workplace. It is sally informal, which means, nfortnately, that the
trainer does not concentrate on the training as mch as she shold, and the
trainer may not have a well!articlated pictre of what the novice needs to
learn.
Lectres are sed becase of their low cost and their capacity to reach many
people. Lectres, which se one!way commnication as opposed to
interactive learning techni7es, are mch critici;ed as a training device.
6. COMPUTER9ASSISTED INSTRUCTION =CAI>
-ith 4AI, the employees can learn at their own pace, as with &I. Becase
the employees interact with the compter, it is believed by many to be a
more dynamic learning device. #dcational alternatives can be 7ickly
selected to sit the employeeBs capabilities, and performance can be
monitored continosly. As instrction proceeds, data are gathered for
monitoring and improving performance.
8. AUDIO+ISUA# TECHNI?UES
Both television and film e5tend the range of skills that can be taght and the
way information may be presented. "any systems have electronic
blackboards and slide pro=ection e7ipment. The se of techni7es that
combine adiovisal systems sch as closed circit television and
telephones has spawned a new term for this type of training, teletraining
:. SIMU#ATIONS
Training sim(lati%ns replicate the essential characteristics of the real world
that are necessary to prodce both learning and the transfer of new
knowledge and skills to application settings. Both machine and other forms
of simlators e5ist. "achine simlators often have sbstantial degrees of.
&hysical fidelity@ that is, they represent the real worldBs operational
e7ipment. The main prpose of simlation, however, is to prodce
psychological fidelity, that is, to reprodce in the training those processes
that will be re7ired on the =ob. -e simlate for a nmber of reasons,
inclding to control the training environment, for safety, to introdce
feedback and other learning principles, and to redce cost.
<. -USINESS "AMES
They are the direct progeny of war games that have been sed to train
officers in combat techni7es for hndreds of years. Almost all early
bsiness games were designed to teach basic bsiness skills, bt more recent
games also inclde interpersonal skills. "onopoly might be considered the
7intessential bsiness game for yong capitalists. It is probably the first
place yongsters learned the words mortgage, ta5es, and goes to =ail.
@. CON!ERENCE
Airtel also provides training to its employees thogh conferences. The
employees are sent to varios national and international conferences to get
the global and the otside environment e5posre. The employees get to
know abot the latest developments in and the otside world.
PER!ORMANCE APPRAISA#
&erformance appraisal is the process of obtaining,
analy;ing and recording information abot the
relative worth of an employee. The focs of the
performance appraisal is meas(ring and
impr%ving the actal performance of the employee
and also the ftre potential of the employee. Its
aim is to measre what an employee does.
Acc%rding t% !lipp%, Dperformance appraisal is the systematic, periodic and
an impartial rating of an employees e5cellence in the matters pertaining to
his present =ob and his potential for a better =ob.D &erformance appraisal is a
systematic way of reviewing and assessing the performance of an employee
dring a given period of time and planning for his ftre
O/4ectives %2 Per2%rmance appraisal.
To review the per2%rmance %2 t&e empl%5ees over a given period of
time and to give the necessary feedback.
To =dge the gap between the actal and the desired performance.
)elps to strengthen the relationship and commnication between
sperior E sbordinates and management E employees.
To diagnose the strengths and weaknesses of the individals so as to
identify the training and development needs of the ftre.
&rovide clarit5 %2 t&e e$pectati%ns and resp%nsi/ilities of the
fnctions to be performed by the employees.
To =dge the effectiveness of the other hman resorce fnctions of
the organi;ation sch as recritment, selection, training and
development.
APPRAISA# IN AIRTE#

-hat ratings or how mch increments are to be given depends on the
capacity of the organi;ation to give increments or as per decision taken by
the pper management in accordance with the organi;ation plans.
#.g. the organi;ation calclates the monthly cash otflow in the form of
salary to its employees. Sppose Airtel pa5s :AA cr%res to its employees in
the form of salary and as per its capacity or decision taken by pper
management it decides to give %n an average 1@B increment. i.e. F(
crores. -(t t&at d%es n%t mean t&at ever5%ne 0ill get 1@B &i'e. Some
will get 0say1 ,3G, some will get +3G, some others will get 'G and some
will not get any increment.
In Airtel the performance appraisal involves
M-O =Management /5 O/4ective> method. Steps nder it:
STEP 1 #EADERSHIP TRAITS APPRAISA#
This appraisal in generally done before the H9A and that too in the month of
Ianary every year. In t&is appraisal t&e empl%5ee is given ratings %n t&e
/asis %2 &is leaders&ip traits i.e. 0&et&er &e 0as.
A sorce of help to his peersJ
-hether he gided his =niors or notJ
)as entreprenerial skill or notJ
4o operative or notJ
-orks for cost minimi;ation or notJ
-orks for 4o ordination or notJ
STEP ) RA ACHIE+EMENTS
e5 Res(lt AreasC %r RAs re2er t% general areas %2 %(tc%mes %r
%(tp(ts 2%r 0&ic& t&e departmentDs r%le is resp%nsi/le.
Airtel has provided its employees with an %nline t%%l for analy;ing the
performance of the employee. T&ere is an %nline t%%l 0&ere t&e empl%5ee
&as t% 2ill &is ac&ievement against t&e RA and t&at t%% 0it&in a time
peri%d %2 1: da5s. =E&erein &e enters &is ac&ievement in t&e 2%rm %2
percentage and als% t&e c%mments %n pr%/lems &e 2aced t&at led t% t&e
gap /et0een t&e standard and act(al ac&ievement>
STEP 6 MEETIN"
Ance the employee has entered achievements according to his own =dgment
then that tool is opened for the 9eporting manager to appraise. Then the
reporting manager sees to it and then does a temporary appraisal according
to his own =dgment. Then the employee as well as the reporting manager
convenes a meeting wherein they discss with each other their viewpoints
abot their respective a.
STEP 8 ,UD"EMENTS
And then the manager by keeping in mind t&e gaps /et0een t&e act(al
0%r' assigned and t&e ac&ievement and rati%nali3ing t&em does the final
appraisal and that appraisal is sealed which can not be changed at later stage
once it is sbmitted.
T&e 4(dgment ta'en /5 t&e manager is n%t an eas5 tas'. He &as t% 'eep
in mind t&at 0&% all is t% /e given 0&at rating and 0&at increments. =It
is r%(g&l5 pre decided /5 t&e H(man Res%(rce department t&at &%0
man5 are t% given 0&at rating and &%0 m(c& %n an average increment
is t% /e given>. T&ere2%re7 &e &as t% decide care2(ll5 t&at 0&% all are t%
/e given g%%d rating and pr%m%ti%n7 /ad rating and increment7 %r p%%r
rating and pr%m%ti%n etc acc%rding t% &is %0n 4(dgment and 'eeping
%rgani3ati%n and team g%als in mind.
The reporting manager does the performance appraisal keeping these things
in mind always:
!air assessment t% /e given t% all.
Ever5/%d5 s&%(ld &ave e1(ita/le;2air and 4(st
appraisal.