A SUMMER INTERNSHIP PROJECT REPORT ON

“A Study on Recruitment and Selection at Airtel”

Bachelor of Business Administration

(Batch: 2015-2018)

Supervised By: Submitted by:

Ms. Sweety Gupta Aashish Rana

Assistant Professor Roll No.: 00280301715

BBA V SEM (Evening, Sec A)

RUKMINI DEVI INSTITUTE OF ADVANCED STUDIES

(Aff. to Guru Gobind Singh Indraprastha University)

NAAC ACCREDITED ‘A’ Grade

Category ‘A+’ Institute

An ISO Certified Institute

(Approved by AICTE, HRD Ministry, Govt. of India)

Affiliated to Guru Gobind Singh Indraprastha University, Delhi

2A & 2B, MadhubanChowk, Outer Ring Road, Phase–I, Delhi – 110085

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2
 Table of content

Page no.

Acknowledgement 4

Student declaration 5

Certificate 6

Executive summary 7-8

Chapter I

Introduction 9-20

Chapter II

Company Profile 21-31

Chapter III

Research methodology 32-37

Chapter IV

Data analysis and interpretation 38-69

Chapter V

Recommendation and suggestions 70-71

Chapter VI

Finding and conclusion 72-74

BIBLIOGRAPHY 75-76

Annexure 77-80

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 ACKNOWLEDGEMENT

I offer my sincere thanks and humble regards to Rukmini Devi Institute Of

Advanced Studies, GGSIP University, New Delhi for imparting us very
valuable professional training in BBA. I pay my gratitude and sincere regards to
“MS. SWEETY GUPTA ”, my project Guide for giving me the cream of her
knowledge. I am thankful to her as she has been a constant source of advice,
motivation and inspiration. I am also thankful to her for giving her suggestions
and encouragement throughout the project work. I take the opportunity to
express my gratitude and thanks to our computer Lab staff and library staff for
providing me opportunity to utilize their resources for the completion of the
project. I am also thankful to my family and friends for constantly motivating
me to complete the project and providing me an environment which enhanced
my knowledge.

AASHISH RANA

00280301715

BBA- V Semester, SEC A

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 Student`s Declaration

This is to certify that I have completed the Project titled “ “under the guidance
of “MS. SWEETY GUPTA” in the partial fulfilment of the requirement for the
award of the degree of “Bachelor in Business Administration” from “Rukmini
Devi Institute of Advanced Studies, New Delhi.”

This is an original work and I have not submitted it earlier elsewhere.

AASHISH RANA

00280301715

BBA V Semester, SEC A

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 CERTIFICATE OF GUIDE

This is to certify that the project titled “A study on Recruitment and Selection
at Airtel” is an academic work done by “AASHISH RANA” submitted in the
partial fulfilment of the requirement for the award of the degree of “Bachelors
in Business Administration” from “Rukmini Devi Institute of Advanced
Studies, New Delhi.” under my guidance and direction.

To the best of my knowledge and belief the data and information presented by
him in the project has not been submitted earlier elsewhere.

MS. SWEETY GUPTA

BBA (ASSISTANT PROFESSOR)

RDIAS

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 EXECUTIVE SUMMARY

The project is aimed at understanding the condition of RECRUITMENT AND

SELECTION AT AIRTEL. It begins with the introduction of the recruitment
and selection process in the Bharti Airtel company.

The objectives of the project are :-

 To understand the theoretical framework of HR.

 To explore the growth of organisation till its present status.

 To study the HR functions undertaken by the organisation.

 To assess the awareness and involvement of the employees of the

organisation in respect of HR functions.

 To evaluate the HR scenario in the organisation and suggest for the

future.

It is important to develop proactive methods for understanding the employees

needs and expectation. Otherwise, a long queue of competitors is lined up to
grab the opportunities to move ahead.

In the project company is studied in detail i.e. the company`s history, types of
services provided by the company, company`s operations, etc. it gives a detailed
description about the origin of BHARTI AIRTEL.

The second chapter discuss about the company profile and SWOT analysis of
the company and recruitment and selection process of Airtel.

The third chapter discuss the methodology used for the data collection. In this
project descriptive research is used to collect the data. Both primary and
secondary data has been used in this project for the collection of useful
information.

The fourth chapter covers data analysis and interpretation. It gives detailed
information about the HR process of the company.

The are some of findings of the research, these are:

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  Majority of the respondents come under the category of 21-30. 62% of
respondents were male, 38% were female.

 70% of respondents are satisfied the recruitment system in Airtel.

 85% of the respondents are satisfied with the interview method followed
in the organization.

 86% of the respondents feels that the position of objectives is defined

clearly during the recruitment process

Finally, better recruitment and selection strategies result in improved

organizational outcomes. The more effectively organizations recruit and select
candidates, the more likely they are to hire and retain satisfied employees. In
addition, the effectiveness of the organization’s selection system can influence
bottom-line business outcomes, such as productivity and financial performance.
Hence, investing in the development of a comprehensive and valid selection
system is money well spent.

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 CHAPTER – I

INTRODUCTION

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 INTRODUCTION

Human resources are a term used to describe the individuals who comprise the
workforce of an organization. The use of the term 'human resources' by organizations to describe
the workforce capacity available to devote to the achievement of its strategies has drawn upon
concepts developed in Organizational Psychology.

Human Resources may set strategies and develop policies, standards, systems, and processes that
implement these strategies in a whole range of areas. The following are typical of a wide range of
organizations:

 Recruitment, selection, and outsourcing

 Organizational design and development
 Business transformation and change management
 Performance, conduct and behavior management
 Industrial and employee relations
 Human resources workforce analysis
 Compensation, rewards, and benefits management
 Training and development.

Recruitment forms a major part of an organization's overall resourcing strategies, which

identify and secure people needed for the organization to survive and succeed in the short to
medium-term.

Recruitment activities need to be responsive to the ever-increasingly competitive

market to secure suitably qualified and capable recruits at all levels.

To be effective these initiatives need to include how and when to source the best
recruits internally or externally. Recruitment refers to the process of attracting, screening, and
selecting qualified people for a job at an organization.

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 Selection may be defined as the process by which the organization chooses from
among the applicants, those people whom they feel would best meet the job requirement,
considering current environmental condition.

The data has been collected by using questionnaire and it has been analyzed. Analysis
of data in a general way involves a number of closely related operation that are performed with
the purpose of summarizing the collected data and organizing them in such a manner that answer
the research questions.

FACTORS INFLUENCING RECRUITMENT

 Strategic plans:
The steps most commonly used in developing an HR strategy:
 Setting the strategic direction
 Designing the Human Resource Management System
 Planning the total workforce
 Generating the required human resources
 Investing in human resource development and performance
 Assessing and sustaining organizational competence and performance.

 Organizational policies:
 Basic Overviews of Human Resource Management
 Getting the Best Employees
 Paying Employees (and Providing Benefits)
 Training Employees
 Ensuring Compliance to Regulations
 Ensuring Safe Work Environments
 Sustaining High-Performing Employees.

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 Recruitment Criteria:
 Technical criteria, i.e. know-how, professional skills, and experience in your field.
 The candidate’s personality and charisma are the most influential criteria in the process of
recruitment in France.
 Communication skills and the knowledge of foreign languages are also very important, to
ensure the smooth flow of communication between the company and its subsidiary

SOURCES OF RECRUITMENT

Before an organization begin recruiting applicants, it should consider the most likely source of the
type of employee it needs. Some companies try to develop new sources, while most only tackle
the existing sources they have. These sources accordingly, may be termed as internal and external.

INTERNAL SOURCES:
As a conscious focus of the organization to nurture high potential talents by providing them
suitable career growth opportunities within the organization, efforts would always be made to fill
in specific vacancies from its existing human resource pool and this is known as internal sources.
The entire process would be done through job posting (IJP) and communication including
the job profile, candidate profile, eligibility (who can apply), application deadline etc. would be
made available by the HR.
Employees possessing necessary skills, knowledge, and experience matching with those
required for the job may apply through the appropriate communication channels as prescribed in
the IJP.

 Promotions:
The process of elevating a person to higher level job is what is known as promotion.

 Transfers:
Transfer of an employee may be either from one section to another or from one department to
another.

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 Job rotation:
Moving an employee to get specialized in various posts of the organization.

 Re-employment of ex-employees:
Re-employment of ex-employees is one of the internal sources of recruitment in which
employees can be invited and appointed to fill vacancies in the concern. There are situations
when ex-employees provide unsolicited applications also.

The use of an internal source paves way for the following merits:
 It improves the morale of employees, for they are assured of the fact they would be preferred
to outsiders when vacancies occur.

 The employer is in a better position to evaluate those presently employed than outside
candidates. This is because the company maintains a record of the progress, experience and
service of employees security and opportunities for advancement.

 As a person in the employment of the company, are fully aware of and well acquainted with
its policies and know its operating procedure they require little training and the chances are
that they would stay longer in the employment of the organization than a new outsider would.

 It is less costly than going outside to recruit.

However this sources suffer from the following defects:

 It often leads to inbreeding and discourages new person from entering an organization.

 There are possibilities that the internal sources may dry up and it may be difficult to find the
requisite personnel within an organization.

 As promotion is based on seniority, the danger is that really capable hands may not be chosen.

 The likes, dislikes and personal biases of the management may also play an important role in
the selection of the personnel.

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EXTERNAL SOURCES :
External sources of recruitment have to be solicited from outside the organization. External
sources are external to a concern. But it involves lot of time and money. The external sources of
recruitment include – Employment at factory gate, advertisements, employment exchanges,
employment agencies, educational institutes, labor contractors, recommendations etc.

o Employment at Factory Level – This a source of external recruitment in which the

applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This
kind of recruitment is applicable generally where factory workers are to be appointed. There are
people who keep on soliciting jobs from one place to another. These applicants are called as
unsolicited applicants. These types of workers apply on their own for their job. For this kind of
recruitment workers have a tendency to shift from one factory to another and therefore they are
called as “badli” workers.

o Advertisement – It is an external source which has got an important place in recruitment

procedure. The biggest advantage of advertisement is that it covers a wide area of market and
scattered applicants can get information from advertisements. Medium used is Newspapers and
Television.

o Employment Exchanges– There are certain Employment exchanges which are run by
government. Most of the government undertakings and concerns employ people through such
exchanges. Now-a-days recruitment in government agencies has become compulsory through
employment exchange.

o Employment Agencies – There are certain professional organizations which look towards
recruitment and employment of people, i.e. these private agencies run by private individuals
supply required manpower to needy concerns.

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Using the external sources as a recruitment tool gives the following merits:
1. It provides the requisite type of personnel for an organization, gives skilled training and
education up to the required standard.

2. Since persons are recruited from a large market the best selection can be made without any
discrimination of caste, sex and color.

3. The cost of the employees will be minimized because candidates selected in this method will
be placed in the minimum pay scale.

4. The entry of new persons with varied expansion and talent will help in human resource mix.

5. It also helps in bringing new ideas, better techniques and improved methods to the
organization.

Demerits of using the external sources method:

1. It is more expensive and time consuming to recruit people from outside. Detailed screening is
necessary to know about the candidate.

2. The employees being unfamiliar with the organization, their orientation and training is
necessary.

3. If higher level jobs are filled from external sources, motivation and loyalty of existing staff are
affected.

PREREQUISITES OF GOVERNMENT POLICY:

1. It should be in conformity with its general personnel policies.

2. It should be flexible enough to meet the changing needs of an organization.
3. It should be so designed as to ensure employment opportunities for its employees on a long
term basis.
4. It should match the qualities of employees with the requirements of the work for which they
are employed.
5. It should highlight the necessity of establishing job analysis.

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6. STEPS IN RECRUITMENT PROCESS

PERSONN RECRUITI SELECTIG PLACING

EL NG QUALIFID NEW
HUMAN NEEDED PERSONN EMPLOYE
RESOURC PERSONNE EL ES ON JOB
E L
PLANNIN
G

DEVELOP SEARCH EVELUAT

ING FOR E
SOURCES POTENTI RECRUITI
OF AL NG
POTENTIAL EMPLOYEE EFFECTIVE
EMPLOYE S NES
ES UPGRADINGIN
SAME
POSITION
PERSONNEL
RESEARCH

INTERNAL TRANSFERRIN
G TO NEW JOB
SOURCES
JOB
POSITING
PROMOTING
HIGHER
RESPONSIBI
LITIES
EMPLOYEE
EXTERNAL REFERRAL
SOURCES S

ADVERTISI EVALUATI
NG NG FOR
SELECTION

SCOUTING

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SELECTION PROCESS

Definition of selection:

According to Dale,” selection may be defined as the process by which the organization
chooses from among the applicants, those people whom they feel would best meet the job
requirement, considering current environmental condition”.

Factors influencing selection process:

1. Nature of the organization
2. Nature of the labor market
3. Union requirements
4. Government requirements
5. Composition of the labor force
6. Location of the organization.

Steps in selection procedure:

 Receiving application
The candidates may be asked to submit their applications together with their bio data on a plain
paper.

 Preliminary interview
The object of this interview is to see the candidate personally to ensure whether he is
physically and mentally suitable for job.

 Application blank
The printed applications contain the details desired by the employer from the candidate with
sufficient space for the candidate to furnish the particulars.

 Tests

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 A test is a sample measurement of a candidate’s ability and interest for the job.

 Final interview
An interview is a face to face oral examination of a candidate by an employer.

 Back ground verification

The background verification is done to check the honesty and integrity of the candidate.

 Final selection
If the employer is satisfied with the candidate, then the selection will be made.

 Physical examination
It is important that a person selected for the job must also be medically fit to perform it.

 Placement
If the employer is satisfied with the medical report of the candidate, he may place in the
concern.

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SELECTION PROCESS

RECEPTIONS OF APPLICATIONS

PRELIMINARY INTERVIEW

APPLICATION BANK

PSYCHOLOGICAL TESTS

INTERVIEW

BACKGROUND INVESTIGATION WAITING

LIST OF
DESIRABLE
APLLICANTS
FINAL SELECTION
BY
INTERVIEWERS

PHYSICAL EXAMINATION

NEGATIVE DECISION PLACEMENT

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NEED OF THE STUDY

In today’s fast changing world, recruiting right candidate for the right job is very much
needed for the organization to achieve their goal sets and it vary from one to another. It is
thus important for me to understand, analyse the concept of recruitment and selection process
and its effectiveness in the current organization.

STATEMENT OF THE PROBLEM

The problem which I identified, is that the Recruitment and selection process possess certain
issues like Kerala and Tamil Nadu circle were the only ones for which the recruitment
process was done for entire other circles, and also i t involves the organization system to be
developed for implementing recruitment program and procedures to the employed and the
proper training program should be conducted on monthly bases to improve the employees
skills and feedback should be collected for future reference..

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 Chapter-II

Company`s Profile

21
BHARTI AIRTEL

INTRODUCTION

Airtel was born free, a force unleashed into the market with a relentless and
unwavering determination to succeed. A spirit charged with energy, creativity and a team
driven “to seize the day” with an ambition to become the most admired telecom service
provider globally. Airtel, in just ten years of operations, rose to the pinnacle of achievement
and continues to lead. Bharti Airtel Limited is an Indian global telecommunications services
company based in New Delhi, India. It operates in 18 countries across South Asia and Africa.
Airtel provides GSM, 3G and 4G LTE mobile services, fixed line broadband and voice
services depending upon the country of operation. Airtel is also testing VoLTE technology
across five cities in India and should roll out the technology towards the end of 2017.
Airtel is the largest mobile network operator in India and the third largest in the
world with 400 million subscribers. Airtel was named India's second most valuable brand in
the first ever Brandz ranking by Millward Brownand WPP plc. Airtel is credited with
pioneering the business strategy of outsourcing all of its business operations except
marketing, sales and finance and building the 'minutes factory' model of low cost and high
volumes. The strategy has since been adopted by several operators. Airtel's equipment is
provided and maintained by Ericsson, Huawei, Nokia Solutions and Networks whereas IT
support is provided by IBM. The transmission towers are maintained by subsidiaries and joint
venture companies of Bharti including Bharti Infratel and Indus Towers in India. Ericsson
agreed for the first time to be paid by the minute for installation and maintenance of their
equipment rather than being paid up front, which allowed Airtel to provide low call rates
of ₹1(1.6¢ US)/minute. As India's leading telecommunications company, Airtel brand has
played the role of a major catalyst in India's reforms, contributing to its economic resurgence.

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Today it touches people's lives with their Mobile services, Tele-media services, to connecting
India's leading 1000+ corporate. They also connect Indians living in USA, UK and Canada
with their call home service.
Airtel India is the largest provider of mobile telephony and second largest
provider of fixed telephony in India, and is also a provider of broadband and subscription
television services. It offers its telecom services under the "airtel" brand, and is headed by
Sunil Bharti Mittal.

ORGANIZATION STRUCTURE
The organizational structure that existed until recently contradicted on the
hierarchy of the operations inside the company as a whole. The structure depicts the
corresponding operation/region of different in-charges and it didn`t hold anyone responsible
for each of its services. So the company found it better to restructure its organizational chart.
The transformed organizational structure will have two distinct business unit (CBU) with
clear focus on B2C (Business to Customer) and B2B (Business to Business) segments. Bharti
Airtel B2C business unit will comprehensively service the retail customers, homes and small
offices, by combining the erstwhile business units-Mobile, Tele-media, Digital TV, and other
emerging business (like M-commerce, M-health, M-advertising etc.). The B2C organization
will consist of consumer business and Market operations. It is the largest telecommunication
company in India.

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Fig 1. Organizational Structure

AIRTEL PREESENCE
Airtel is the one of the largest mobile operator in the world in terms of
subscriber base and has a commercial presence in 19 countries and the Channel Islands.
Its area of operations includes:

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Fig 2. Airtel Presence

The Indian Subcontinent:

 Airtel India, in India
 Airtel Sri Lanka, in Sri Lanka
 Burkina Faso, Chad, Democratic Republic of the Congo, Republic of the
Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria, Rwanda,
Seychelles, Sierra Leone, Tanzania, Uganda and Zambia.
 Airtel Africa, which operates in 17 African countries:
 The British Crown Dependency islands of Jersey and Guernsey, under the brand
name Airtel-Vodafone, through an agreement with Vodafone.

Airtel operates in the following countries:

Country Site Remarks

airtel Airtel Burkina Faso is the dominant

Burkina Faso Burkina player with 1,433,000 customers
Faso representing 50% market share.

Airtel Chad is the No. 1 operator

Chad airtel Chad
with 69% market share.

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 Airtel is the market leader with
Democratic Republic of the Congo airtel DRC almost 5 million customers at the
end of 2010.

Airtel Gabon has 829,000

Gabon airtel Gabon customers and its market share
stood at 61%

Airtel Ghana had about

Ghana airtel Ghana 1.76 million customers at the end of
2010.

Airtel is the market leader with

India airtel India almost 193.4 million customers as
on 30 September 2013.

Airtel Kenya is the second largest

Kenya airtel Kenya operator and has 4 million
customers.

Airtel is the market leader in

airtel
Madagascar Madagascar with 39% market share
Madagascar
and 2.5 million customers.

airtel Airtel Malawi is the market leader

Malawi
Malawi with a market share of 72%.

Airtel Niger is the market leader

Niger airtel Niger
with a 68% market share.

airtel
Nigeria
Nigeria

airtel Congo Airtel Congo is the market leader

Republic of the Congo
B with a 55% market share.

airtel Airtel launched services in Rwanda

Rwanda
Rwanda on 30 March 2012.

airtel Airtel is the leading comprehensive

Seychelles
Seychelles telecommunications services

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 providers with over 55% market
share of mobile market in
Seychelles.

airtel Sierra
Sierra Leone
Leone

Airtel Sri Lanka commenced

airtel Sri operations on 12 January 2009. It
Sri Lanka
Lanka had about 1.8 million mobile
customers at the end of 2010.

airtel Airtel Tanzania is the market leader

Tanzania
Tanzania with a 38% market share.

Airtel Uganda stands as the No. 2

airtel
Uganda operator with a market share of
Uganda
38%.

airtel Airtel Zambia is the market leader

Zambia
Zambia with 69% market share.

Airtel operates in the Channel

Channel Islands† : Jersey Airtel- Islands under the brand name
Guernsey Vodafone Airtel–Vodafone through an
agreement with Vodafone.

Table 1. Airtel Presence

Vision & Promise

By the end of 2017 airtel will be the most loved brand, enriching the lives of millions.
“Enriching lives means putting the customer at the heart of everything we do.
We will meet their needs based on our deep understanding of their ambitions, wherever
they are. By having this focus we will enrich our own lives and those of our other key
stakeholders. Only then will we be thought of as exciting, innovation, on their side and a
truly world class company."

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 Airtel comes to you from Bharti Airtel Limited, India’s largest integrated and the
first private telecom services provider with a footprint in all the 23 telecom circles. Bharti
Airtel since its inception has been at the forefront of technology and has steered the course of
the telecom sector in the country with its world class products and services. The businesses at
Bharti Airtel have been structured into three individual strategic business units (SBU’s) –
1. Mobile Services
2. Airtel Tele media Services
3. Enterprise Services.

Airtel provides GSM mobile services in all the 22 telecom circles in India,
Srilanka, Bangladesh and now in 16 countries of Africa. Provide stele media services (fixed
line and broadband services through DSL) in 87 cities in India. Provides an integrated suite of
Enterprise solutions, in addition to providing long distance connectivity both nationally and
internationally. Airtel has won the ‘Most Preferred Cellular Service Provider Brand’ award at
the CNBC Awaaz Consumer Awards in Mumbai. This is 6th year in a row that airtel has won
the award in this category. Business world CSR award was instituted in 1999 to recognize
exemplary responsible business practices by the Indian industry.

Awards and Recognition

 Bharti Airtel is conferred with the "Certificate of Recognition for Excellence in
Corporate Governance 2016" by the Institute of Company Secretaries of India (ICSI)
 Bharti Airtel ranked first in a listing of 100 emerging market multinational companies
by Transparency International on corporate transparency and reporting. According to
the study, the Company topped the list with a cumulative score of 7.3 out of 10.
 Bharti Airtel was positioned among the top eight companies in the listing of top BSE
100 listed companies in FTI Consulting ‘India Disclosure Index 2016’ Report with a
composite score of 10 out of 10.
 Bharti Airtel was recognised as the ‘Firm of the Year – Telecom’ at the 3rd edition of
ICICI Lombard & CNBC-TV18 India Risk Management Awards.
 Bharti Airtel secured the second position in Interbrand’s ‘Best Indian Brands Report
2016’.

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  Bharti Airtel has been declared winner of ‘Golden Peacock Award for Excellence in
Corporate Governance’ for the year 2016.

SWOT Analysis
One of the top telecommunication companies in India, Airtel has spread across far and wide
in the last 2 decades of its existence. The company is known for its availability and its smart
range of value added services. Here we present you the SWOT analysis of Airtel to
understand the strengths, weaknesses, opportunities and threats for the company.

Strengths
1. Renowned Telecom company: With its 19+ years of rich experience in telecom
industry this MNC had travelled far to become world’s 3rd largest telecom operator
overseas with operations in nearly 20 countries.
2. High Brand Equity: It is one of the pioneer brands in telecommunication having a
high brand recall and with a whopping subscriber base.
3. Extensive infrastructure: With the formation of Indus tower & due to its partnership
with Idea & Vodafone, the infrastructure of Airtel has extended in all parts of the
country resulting into nationwide penetration.
4. Strategic Alliances: The Company has top notch stakeholders, namely Sony
Ericsson, Nokia and singtel, and the recent one being Apple. Such strategic alliances
boost the brand equity and the bottom line of the company.
5. Torchbearer of the telecom Industry: With its number 1 spot due to its excellent
services in developing economies, Airtel has interconnected the life of people in an
highly efficient way. Thus, where Vodafone is an external entrant, Airtel is a leading
nationwide player in India and the torchbearer of the telecom industry in India.
Weaknesses
1. Outsourced Operations: Outsourcing operations helped Airtel in lowering its cost.
But on the other hand, they are running the risk of being dependent on some other
companies which may affect its operations.
2. Venturing into African operations: Although it’s been 4 years that Airtel has
acquired Zain’s Africa business, but Airtel is still struggling to turn around the unit
which was bought at a whoppy 9 billion dollars.

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 3. High Debt: With its acquisitions turning out to bad investment, and credit being high
and margins being low, Airtel group is under high debt. Airtel does not have as deep
pockets as Vodafone.

Opportunities
1. Strategic Partnership: Partnering with smart phone companies is going to be a smart
strategy as far as MNP (mobile number portability in India) is concerned. This will
ensure fixed cash flows in the future and a higher customer base.
2. Market Development: With fierce competition in the telecom industry & shrinking
margins, venturing out in new markets/developing economies will prove fruitful for
the company.
3. VAS: VAS (Value Added services) is going to future of the telecommunication
industry & by specializing itself in this vertical Airtel can differentiate itself in highly
competitive market. With introduction of unique services, Airtel can avail higher
margins.
4. Untapped geography of the current market: Although it is currently providing 3G
& 4G services, but these services are limited to specific geographical locations.
Expansion of these services to most of its regions will help the company get more
margins and customers.
5. LTE: The whole wireless world is moving towards LTE (long term evolution or 4G).
LTE for mobile broadband can be a good solution for India where fixed broadband
penetration is otherwise low. Airtel has taken the lead with this version of LTE in 4
cities, but deployment needs to catch up pace. Despite a weak LTE ecosystem in
India, Airtel should portray itself as the embracer of that technology. The company
lacks nationwide 3G license with spectrum in 13 out of 22 telecom service areas.
Airtel’s LTE network for mobile broadband is still confined to only 4 cities in India.
Threats
1. Government Regulatory Framework: With the auction of spectrum & change in the
government policies on a regular basis, it is a potential threat to the stability &
existence of this industry thereby affecting the players.
2. Competition: Price war in the home market and declining margins due to this is
adversely affecting the overall business of the group.

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3. MNP (Mobile number portability): MNP gives the customer independence to
change the service provider while retaining the number and as Airtel charges are
premium over other service providers, it can see slump in subscriber base in the next
fiscal year with PAN India MNP applicable from May 3rd 2015.

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 Chapter-III
RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

 A science of studying how research is done scientifically.

 A way to systematically solve the research problem by logically adopting various
steps.
 Methodology helps to understood not only the product of scientific injury but the
process itself.
 Aims to describe and analyze methods, throw light on their limitations and resources,
clarify their presuppositions and consequences, relating their potentialities to the
twilight zone at the ‘frontiers of knowledge’.

Here we have used descriptive research methodology.

DESCRIPTIVE RESEARCH METHODOLOGY/ EX-POST-FACTO RESEARCH

 Can involve collecting quantitative information.

 Can describe categories of qualitative information such as patterns of interaction
when using technology in the classroom.
 Does not fit neatly into either category.
 Involves gathering data that describe events and then organizes, tabulates, depicts, and
describes the data.
 Use description as a tool to organize data into patterns that emerge during analysis.
 Often uses visual aids such as graphs and charts to aid the reader.
 Refers to the nature of the research question.
 The design of the research.
 The way that data will be analyzed for the topic that will be researched.

33
‘Research methodology’ is a way to systematically solve the research problem. It is a
science of studying how research is done scientifically. In it, we study the various steps that
are generally adopted by a researcher in studying his/her research problem along with the
logic behind them.
It includes:
 Research Design
 Data Collection
 Data Analysis

RESEARCH DESIGN
Descriptive Research has been used, which involves surveys and fact findings of
different kinds. The major purpose of descriptive research is the description of the state of
affairs, as it exists at present. The main characteristics of this method are that the researcher
has no control over the variable; he can only report what has happened or what is happening.

SAMPLING SIZE
The sampling size for the study was 100 employees from various departments. It
includes HR, Finance, Sales, and operations.

SAMPLING METHOD
The sampling technique adopted for the study is Stratified Random sampling. A
method of sampling that involves the division of a population into smaller groups known as
strata. In stratified random sampling, the strata are formed based on members'
shared attributes or characteristics. A random sample from each stratum is taken in a number
proportional to the stratum's size when compared to the population. These subsets of the
strata are then pooled to form a random sample. So, in my study I have taken four
departments each 25% of them and done the sample method.

34
QUESTIONNAIRE DESIGN

The questionnaire to study the effectiveness of recruitment and selection

process consists of both open and close ended questions The researcher used Questionnaire
method for the purpose of collecting data. “A Questionnaire is a list of questions sent to a
number of persons for them to answer. It secures standardized results that can be tabulated
and calculated.”
The questionnaire were passed to various departments like HR, Marketing,
Finance, Operations, etc

35
METHOD OF DATA COLLECTION

The source of information is generally classified as primary and secondary.

PRIMARY DATA

Primary data refers to information that is generated to meet the specific requirement
of the investigation at hand. The primary data will be collected through the questionnaire
from the employees of Bharti Airtel limited.

SECONDARY DATA

Secondary data is information that is collected for the purpose other than to solve the
specific problem under investigation. The secondary sources of data collection were
information obtained from books, magazines, websites and articles on the topic etc. In the
study, the researcher would use the secondary data to supplement the primary data.

36
 SCOPE OF THE STUDY

 To understand the various sources of recruitment provided in the organization.

 It helps to analyze the recruitment policy of the organization.

 It enables us to evaluate the effectiveness of different recruiting techniques and

sources for all types of job applicants in the organization.

37
CHAPTER IV
DATA ANALYSIS
AND
INTERPRETATION

38
DATA ANALYSIS AND INTERPRETATION

The purpose of every research is to conduct a survey in order to validate the

assumptions of the study on the basis of the data collected. A respondent survey is conducted
in the form of structured questionnaire, which becomes the data for the study. This data is in
raw form unless it is analysed and interpreted to present the main findings.

This chapter deals with statistical analysis and interpretation of the data
collected through research with the aid of structured questionnaire. Analysis refers to
studying the data collected in terms of statistical numbers and interpretation refers to
understanding the implication of the statistical finding.

The Researcher had collected data from the employees of Bharthi Airtel in
Chennai to study their recruitment and selection process. The results are represented with
Tables and charts..

39
TABLE-1

DESIGNATION OF EMPLOYEES IN AIRTEL

DESIGNATION NO. OF RESPONDENTS PERCENTAGE (%)

Executive 20 20

Senior Executive 25 25

Business Analyst 10 10

Assistant Manager 10 10

Manager 35 35

Total 100 100

SOURCE: Through Primary data

INFERENCE

From the above information, 20% of the respondents are executive level, 25% of
the respondents are senior executive level, 10% of the respondents are business analyst, 10%
of the respondents are assistant manager level and around 35% of the respondents are
manager cadger.

40
CHART-1

DESIGNATION OF EMPLOYEES IN AIRTEL

35 35
30
25
25 20
20 Executive

15 Senior Executive

10 10 10 Business Analyst
5 Assistant Manager
0 Manager
Executive
Senior
Business
Executive Assistant
Analyst Manager
Manager

41
TABLE-2

GENDER OF THE EMPLOYEES IN AIRTEL

GENDER NO. OF RESPONDENTS PERCENTAGE (%)

Male 62 62

Female 38 38

Total 100 100

SOURCE: Through Primary data

INFERENCE:

From the above given information, 62% of employees are male, 38% are female.

42
CHART -2

GENDER OF THE EMPLOYEES IN AIRTEL

70
62

60

50
38

40 Male
Female

30

20

10

0
Male Female

43
TABLE -3

EMPLOYEES AGE GROUP IN AIRTEL

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

21-30 years 40 40

31-40 years 30 30

41-50 years 20 20

Above 50 10 10

Total 100 100

SOURCE: Through Primary data

INFERENCE:

From the above given information, 40% of employees belongs to the age group of
21-30 years, 30% of employees are 31-40 years, 20% of employees are 41-50 years.

44
CHART -3

EMPLOYEES AGE GROUP IN AIRTEL

40
40
30
30

20 21-30 years
20
31-40 years
10 10 41-50 years

0 Above 50 years

21-30 years
31-40 years
41-50 years
Above 50
years

45
TABLE-4

EXPERIENCE OF EMPLOYEES IN AIRTEL

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE (%)

Below 3 years 45 45

5 to 10 years 36 36

10 to 15 years 12 12

Above 15 years 7 7

Total 100 100

SOURCE: Through Primary data

INFERENCE

From the above information, 45% of the respondents says that they have
below 3 years of experience, 36% of the respondents says that they have 5 to 10 years of
experience, 12% of the respondents says that they have 10 to 15 years of experience and
around 7% of the respondents says that they have above 15 years of experience.

46
CHART-4

EXPERIENCE OF EMPLOYEES IN AIRTEL

50 45

40 36

30
Below 3 years
20 5 to 10 years
12
10 10 to 15 years
7
0 Above 15 years
Below 3
5 to 10
years 10 to 15
years Above 15
years
years

47
TABLE -5

THE RECRUITMENT SYSTEM IN AIRTEL

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

Highly satisfied 20 20

Satisfied 70 70

Neutral 10 10

Dissatisfied 0 0

Highly Dissatisfied 0 0

Total 100 100

SOURCE: Through Primary data

INFERENCE:

70% of the respondents satisfied with the recruitment system in Airtel, 20% of the
respondents are highly satisfied, 10% of them are in a neutral state.

48
CHART -5

THE RECRUITMENT SYSTEM IN AIRTEL

70

60

50

Highly satisfied
40 Satisfied
Neutral
30 Dissatisfied
Highly dissatisfied
20

10

0
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

49
 TABLE -6

INTERVIEW PROCESS IN AIRTEL

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

Yes 85 85

No 15 15

Total 100 100

SOURCE: Through Primary data

INFERENCE:

85% of the respondents are agree with the interview process in aitrl and around 15%
of them don’t agree with the interview process

50
CHART -6

INTERVIEW PROCESS IN AIRTEL

90

80

70

60

50
Yes
40
No
30

20

10

0
Yes No

51
TABLE -7

CANDIDATE SPECIFICATIONS IN RECRUITMENT PROCESS

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

Yes 86 86
No 14 14
Total 100 100

SOURCE: Through Primary data

INFERENCE:

86% of the respondents feels that the position objectives is defined clearly during
the recruitment process, and 14% of the respondents feels that it is not clearly defined.

52
CHART -7

CANDIDATE SPECIFICATIONS IN RECRUITMENT PROCESS

14

86

Yes

No

53
TABLE -8

REVISION OF RECRUITMENT POLICY

FREQUENCY OF NO. OF RESPONDENTS PERCENTAGE (%)

REVISION

Very often 6 6

Often 14 14

Sometimes 22 22

Only when need occurs 58 58

Total 100 100

SOURCE: Through Primary data

INFERENCE:

58% of the respondents says that recruitment policy are being evaluated and
revised only when need occurs,22% of the respondents says that recruitment policy are being
evaluated and revised only at sometimes, and 14% says it occurs often and remaining
respondents says that recruitment policy are evaluated and revised often to the statement.

54
CHART -8

REVISION OF RECRUITMENT POLICY

58
60

50

40
Very often

30 Often

22 Sometimes
Only when need occurs
20
14

10 6

0
Very often Often Sometimes Only when
need occurs

55
TABLE -9

RECRUITMENT POLICY HELPFUL TOWARDS ACHIEVING THE GOALS OF

THE COMPANY

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

Yes 73 73
No 27 27

SOURCE: Through Primary data

INFERENCE:

73% of the respondents says that the company’s recruitment policy is helpful in
achieving the goals of the company, whereas 27% of respondents says that it does not helpful
in companies recruitment policy in achieving their goals to the statement.

56
CHART -9

RECRUITMENT POLICY HELPFUL TOWARDS ACHIEVING THE GOALS OF

THE COMPANY

73
80
70
60
50
40
27 Yes
30
No
20
10
0
Yes
No

57
TABLE -10

SATISFIED WITH THE JOB DECRIPTION GIVEN TO REQUIRED VACANCY

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

Highly satisfied 54 54
Satisfied 35 35
Neutral 10 10
Dissatisfied 1 1
Highly Dissatisfied 0 0
Total 100 100

SOURCE: Through Primary data

INFERENCE:

54% of the respondents highly satisfied with the job description given to the required
vacancy, and 35% of the respondents are satisfied and 10% of the respondents are neutrally
satisfied with the job description given to the required vacancy and remaining 1% of the
respondents are dissatisfied to the statement.

58
CHART -10

SATISFIED WITH THE JOB DECRIPTION GIVEN TO REQUIRED VACANCY

60
54

50

40
35
Highly satisfied
Satisfied
30
Neutral
Dissatisfied
Highly dissatisfied
20

10
10

1 0

0
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

59
TABLE -11

OPINION ABOUT CONSULTANTS INVOLVING IN PROCESS OF

RECRUITMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

Highly satisfied 22 22
Satisfied 60 60

Neutral 12 12
Dissatisfied 4 4

Highly dissatisfied 2 2

Total 100 100

SOURCE: Through Primary data

INFERENCE:

22% of the respondent states that they are highly satisfied with the consultants
involving in the process of recruitment and 60% of the respondents are satisfied and 12% of
the respondents felt neutral and remaining 4% of the respondents are dissatisfied and
however around 2% of the respondents are highly dissatisfied with the consultants who are
involved in the recruitment process.

60
CHART -11

OPINION ABOUT CONSULTANTS INVOLVING IN PROCESS OF

RECRUITMENT

60
60

50

40
Highly satisfied
Satisfied
30
Neutral
22 Dissatisfied

20 Highly dissatisfied

12

10
4
2

0
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

61
TABLE -12

PRIORITY GIVEN TO EACH OF THE ROUNDS CONDUCTED

ROUNDS CONDUCTED NO. OF RESPONDENTS PERCENTAGE (%)

Written test 30 30
Technical Skill 40 40

Group Discussion 10 10
HR Round 20 20

Total 100 100

SOURCE: Through Primary data

INFERENCE

30% of the respondents gave priority to written test conducted, and 40% of the
respondents gave priority to Technical Skill, whereas 10% of the respondents gave priority to
Group Discussion round and around 20% of the respondents states that they gave priority to
HR Round to the statement.

62
CHART -12

PRIORITY GIVEN TO EACH OF THE ROUNDS CONDUCTED

40

35
35

30
30

25
Written Test
20
Technical Round
20
Group discussion
HR Round
15
Video con
10
10

5
5

0
Written Test Technical Group HR Round Video con
Round discussion

63
TABLE -13

RECRUITMENT OF MORE NUMBER OF CANDIDATES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

Sales 55 55
HR 10 10
Finance 15 15
Operations 20 20
Total 100 100

SOURCE: Through Primary data

INFERENCE

55% of the respondent states that the company recruit more candidates on sales,
10% of the respondents says company recruit more candidates on Human Resource and
whereas 15% of the respondents says that company recruit more candidate on Finance
department and remaining 20% of them or chosen for operation department.

64
CHART -13

RECRUITMENT OF MORE NUMBER OF CANDIDATES

60
55

50

40

Sales

30 HR
Finance

20 Operations
20
15

10

10

0
Sales HR Finance Operations

65
TABLE -14

MODE OF ENTRY INTO ORGANIZATION

MODE NO. OF RESPONDENTS PERCENTAGE (%)

Employee Referral 42 42
Campus Recruitment 28 28
Recruitment agencies 30 30
Others 0 0
Total 100 100

SOURCE: Through Primary data

INFERENCE

42% of the respondents are recruited through Employee Referral, 28% of the
respondents recruited through Campus Recruitment and remaining 30% of them are recruited
through Recruitment agencies to the statement.

66
CHART -14

MODE OF ENTRY INTO ORGANIZATION

45 42

40

35
30
30 28

Employee Referral
25
Campus Recruitment
20 Recruitment agencies
others
15

10

5
0
0
Employee Campus Recruitment others
Referral Recruitment agencies

67
TABLE -15

OPINION ABOUT SELECTION TEST CONDUCTED ON BASIS OF

RECRUITMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

Highly satisfied 34 34
Satisfied 40 40

Neutral 21 21
Dissatisfied 3 3

Highly Dissatisfied 2 2

Total 100 100

SOURCE: Through Primary data

INFERENCE

34% of the respondents are highly satisfied with the test conducted, 40% of the
respondents are satisfied with the selection test, 21% of them are in neutral and 3% of the
respondents are totally dissatisfied, and remaining 2% of the respondents are highly
dissatisfied with the selection test.

68
CHART -15

OPINION ABOUT SELECTION TEST CONDUCTED ON BASIS OF

RECRUITMENT

40
40

34
35

30

25 Highly satisfied
21
Satisfied
20
Neutral
Dissatisfied
15
Highly dissatisfied

10

5 3
2

0
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

69
Chapter- V
SUGGESTIONS AND
RECOMMENDATIONS

70
 Suggestion and recommendation

 The company needs to recruit high quality staff with the right skills on the appropriate
contracts to deliver the key objective of the position and organization.

 Employee feedback after placement will increase his/ her morale.

 Employee should be given enough time to reflect and plan improvements.

 The company must choose a recruiting approach that produce the best pool of candidates
quickly and cost effectively.

 The company can focus on minimizing the percentage of non- joining candidates after the
recruitment process.

 To keep an update of the man power required in the sales department a summary sheet and
via tracker of sales employees in each zone was created.

 To enable an easy raise of MRF and to cut down the time consumed in getting one done a
power point presentation was prepared which was provided with a demo of the process to be
followed.

 It is important for the organization to know exactly what they have to offer potential
employee, than highlight their best features when recruiting candidates.

 As and when the resumes were received a primary screening of it is to be done and a tracker
should be updated which had all the fields that was required for evaluation and easy
identification of the candidates suitable for various fields.

 The technical problems of on boarding should be informed to the IT department.

 The new joiners were given quick books and instruction manuals to guide them with on
boarding process.

 The company can recruit more candidates in CSD for smooth functioning of the organization.

71
Chapter- VI
FINDINGS AND
CONCLUSION

72
 FINDINGS

 Majority of the respondents come under the category of 21-30. 62% of respondents were
male, 38% were female.

 70% of respondents are satisfied the recruitment system in Airtel.

 85% of the respondents are satisfied with the interview method followed in the organization.

 86% of the respondents feels that the position of objectives is defined clearly during the
recruitment process

 58% of the respondents felt that recruitment policy is being evaluated and revised only when
need occurs.

 60% of the respondents are satisfied with the consultants involving in the recruitment
process.

 55% of the respondents agree that they recruit more candidates on Sales department.

 40% of the respondents are satisfied with the selection test conducted on the basis of
recruitment.

 Majority of the recruiters agree with recruiters being knowledgeable and experienced
personnel.

 54% of respondents are highly satisfied with the job description provided for the vacancy.

 42% of the respondents feel that the company is using Naukri mostly for collecting the
reference of candidates.

 Majority of respondent’s opinion was good regarding recruitment and selection process
followed in the organization.

 Majority of respondents are satisfied with the preference given to the employees by
considering their reference in recruitment process.

 Majority of the respondents agree that the recruitment system is transparent at all level.

73
 CONCLUSION

Recruitment is essential to effective Human Resource Management. It is the heart of

the whole HR systems in the organization. The effectiveness of many other HR activities,
such as selection and training depends largely on the quality of new employees attracted
through the recruitment process.
The study has been conducted only for the recruitment of level 1 and level 2 class of
employees. Policies should always be reviewed as these are affected by the changing
environment. Management should get specific training on the process of recruitment to
increase their awareness on the danger of wrong placements.
HR practitioners should be on the guard against all the malpractices and advocate for
professional approach throughout the system. The HR should indicate disagreement in the
event that biasing towards certain candidates is creeping in and point out the repercussion that
may follow in terms of performance and motivation.
Finally, better recruitment and selection strategies result in improved organizational
outcomes. The more effectively organizations recruit and select candidates, the more likely
they are to hire and retain satisfied employees. In addition, the effectiveness of the
organization’s selection system can influence bottom-line business outcomes, such as
productivity and financial performance. Hence, investing in the development of a
comprehensive and valid selection system is money well spent.

74
BIBLIOGRAPHY

75
Websites

1. http://www.google.co.in
2. http://www.airtel.com
3. https://en.wikipedia.org

Books
1. Bharti airtel

76
ANNEXURES

77
 QUESTIONNAIRE

1) Are you satisfied with the recruitment system in Airtel?

(a) Yes (b) No

2) Apart from the HR Manager, whether other departments heads are

involved in interviewing process?

(a) Yes (b) No

3) Does the organization clearly define the position objectives, in the

recruitment process?

(a) Yes (b) No

4) How often the recruitment policy are being evaluated and revised?

(a) Very Often (b) Often

(c) Sometimes (d) Only when need occurs

5) Do you think the present recruitment policy is helpful in achieving the

goals of the company?

(a) Yes (b) No

6) Are you satisfied with the job description given to the required
vacancy?

(a) Highly satisfied (b) Satisfied

(c) Neutral (d) Dissatisfied (e) Highly dissatisfied

7) What is your opinion about consultants involving in the process of the

recruitment in the organization?

(a) Highly satisfied (b) Satisfied

(c) Neutral (d)Dissatisfied
(e) Highly dissatisfied

78
8) Do you agree that the recruitment system is transparent at all level?

(a) Strongly agree (b) Agree

(c) Neurtal (d) Disagree (e) Strongly disagree

9) In which areas you will recruit more candidates?

(a) Sales (b) HR

(c) Finance (d) Operations

10) How you entered into this organization?

(a) Employee referral (b) Campus recruitment

(c) Recruitment agencies (d)Other, pls specify

11) What is your opinion regarding the selection test conducted in the
recruitment process?

(a) Highly satisfied (b) Satisfied

(c) Neutral (d) Dissatisfied
(e) Highly dissatisfied

12) Mention which website mostly used by the company?

(a) Naukri (b) Monster

(c) Times job (d) Shine

13) Mention the critical round where most of the candidates are screened
out?

(a) Group discussion (b) Aptitude

(c) Technical skill (d) HR Round

14) Mention the source that could afford you the best suitable candidates
for different position?

(a) Job Rotation- (b) Consultancy

(c) Advertisement (d) Employee Referral
(e)Campus Drive

79
15) What does the organization expect from the candidates during
recruitment?

(a) Experience (b) Skill& Knowledge

(c) Attitude (d) Qualification

16) Do you agree that the recruitment system is transparent at all level?

(a) Strongly Agree (b) Agree

(c) Neutral (d) Disagree (e) Strongly
Disagree

17) Are you satisfied with the preference given to the employees by
considering their reference in the recruitment process?

(a) Highly satisfied (b) Satisfied

(c) Neutral (d) Dissatisfied

(e) Highly dissatisfied

18) How would you rate your overall recruitment process?

(a) Excellent (b) Very good

(c) Good (d) Average (e) Fair

80
81