TECNIA INSTITUTE OF ADVANCED STUDIES

NAAC ACCREDITED GRADE “A” INSTITUTE

Summer Training Report & Viva Voce (BBA 311)

ON
“A Study on Recruitment and Selection at Airtel”

Undertaken at
AIRTEL

Submitted in partial fulfillment of the requirements

for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of Submitted by:

MS KIRTI MIGLANI MANISH THAKRAN
ASSISTANT PROFESSOR BBA, SEM-V,SHIFT IIND
42021331716

SESSION: 2018-19

1
 To Whom It May Concern

I MANISH THAKRAN, Enrolment No. 42021301716 from BBA-V Sem, Shift EVENING of the
Tecnia Institute of Advanced Studies, Delhi hereby declare that the Summer Training Report & Viva
Voce (BBA-311) entitled study on recruitment and selection for bharti airtel is an original work and
the same has not been submitted to any other Institute for the award of any other degree. A
presentation of the Summer Training Report & Viva Voce was made on and the suggestions as
approved by the faculty were duly incorporated.

Date: Signature of the Student

Certified that the Summer Training Report & Viva Voce submitted in partial fulfillment of Bachelor
of Business Administration (BBA) to be awarded by G.G.S.I.P. University, Delhi by Harsh Kumar,
Enrolment No. 0172130176 has been completed under my guidance and is Satisfactory.

Date:

Signature of the Guide

Name of the Guide:
Designation:

2
 ACKNOWLEDGEMENT

I offer my sincere thanks and humble regards to TECNIA 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.

MANISH THAKRAN

42021301716

BBA- V Semester,

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 CONTENTS

S No Topic Page No

1 Certificate -

2 Acknowledgement -

3 Preface -

4 Chapter I: Introduction -

5 Chapter II: Review of Literature -

6 Chapter III: Research Methodology

7 Chapter IV: Data Reduction, Presentation & Analysis

8 Chapter V: Data Interpretation

9 Chapter VI: Summary & Conclusions

10 References/ Bibliography

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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 are some of findings of the research, these are:

• 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

6
 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.

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.

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 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.

• 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

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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.

• 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.

9
• 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.

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.

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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.

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.

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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.

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

DEVELOP SEARCH EVELUAT

ING FOR E
SOURCES POTENTI RECRUITI
OF AL NG
POTENTIAL EMPLOYEE EFFECTIVE

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
12 SELECTION

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

• Final interview

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 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

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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Company`s Profile

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. 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.

17
 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, Sie
rra 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 Burkina Faso is the dominant player with

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

Airtel Chad is the No. 1 operator with 69%

Chad airtel Chad
market share.

Airtel is the market leader with almost 5 million

Democratic Republic of the Congo airtel DRC
customers at the end of 2010.

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 Airtel Gabon has 829,000 customers and its
Gabon airtel Gabon
market share stood at 61%

Airtel Ghana had about 1.76 million customers at

Ghana airtel Ghana
the end of 2010.

Airtel is the market leader with almost

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

Airtel Kenya is the second largest operator and

Kenya airtel Kenya
has 4 million customers.

airtel Airtel is the market leader in Madagascar with

Madagascar
Madagascar 39% market share and 2.5 million customers.

Airtel Malawi is the market leader with a market

Malawi airtel Malawi
share of 72%.

Airtel Niger is the market leader with a 68%

Niger airtel Niger
market share.

Nigeria airtel Nigeria

airtel Congo Airtel Congo is the market leader with a 55%

Republic of the Congo
B market share.

airtel Airtel launched services in Rwanda on 30 March

Rwanda
Rwanda 2012.

Airtel is the leading comprehensive

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

airtel Sierra
Sierra Leone
Leone

Airtel Sri Lanka commenced operations on 12

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

airtel Airtel Tanzania is the market leader with a 38%

Tanzania
Tanzania market share.

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 Airtel Uganda stands as the No. 2 operator with a
Uganda airtel Uganda
market share of 38%.

Airtel Zambia is the market leader with 69%

Zambia airtel Zambia
market share.

Airtel operates in the Channel Islands under the

Channel Islands† : Jersey Airtel-
brand name Airtel–Vodafone through an
Guernsey Vodafone
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."
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.

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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’.
• 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.

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 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.
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

24
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.
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

26
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.

27
 • 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.

‘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.

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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.

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

29
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.

30
 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.

31
 CHAPTER III

DATA ANALYSIS AND INTERPRETATION

32
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..

33
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.

34
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

35
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.

36
CHART -2

GENDER OF THE EMPLOYEES IN AIRTEL

70 62

60

50
38

40 Male
Female
30

20

10

0
Male Female

37
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.

38
CHART -3

EMPLOYEES AGE GROUP IN AIRTEL

40
40
30
30

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

39
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.

40
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

41
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.

42
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

43
 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

44
CHART -6

INTERVIEW PROCESS IN AIRTEL

90

80

70

60

50
Yes
40
No
30

20

10

0
Yes No

45
TABLE -7

CANDIDATE SPECIFICATIONS IN RECRUITMENT PROCESS

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%) SOUR

CE:
Yes 86 86 Throug
No 14 14 h

Total 100 100 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.

46
CHART -7

CANDIDATE SPECIFICATIONS IN RECRUITMENT PROCESS

14

86

Yes

No

47
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.

48
CHART -8

REVISION OF RECRUITMENT POLICY

58
60

50

40
Very often
30 Often
22 Sometimes

20 Only when need occurs

14

10 6

0
Very often Often Sometimes Only when
need occurs

49
TABLE -9

RECRUITMENT POLICY HELPFUL TOWARDS ACHIEVING THE GOALS OF THE

COMPANY

RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

SOURC

Yes 73 73 E:
Through
No 27 27
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.

50
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

51
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.

52
CHART -10

SATISFIED WITH THE JOB DECRIPTION GIVEN TO REQUIRED VACANCY

60
54

50

40
35

Highly satisfied
30
Satisfied
Neutral

20 Dissatisfied
Highly dissatisfied

10
10

1 0

53
TABLE -11

OPINION ABOUT CONSULTANTS INVOLVING IN PROCESS OF RECRUITMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

SOURC
Highly satisfied 22 22 E:

Satisfied 60 60 Through
Primary
Neutral 12 12
data
Dissatisfied 4 4

Highly dissatisfied 2 2
INFER
Total 100 100 ENCE:

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.

CHART -11

OPINION ABOUT CONSULTANTS INVOLVING IN PROCESS OF RECRUITMENT

54
 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

55
TABLE -12

PRIORITY GIVEN TO EACH OF THE ROUNDS CONDUCTED

ROUNDS CONDUCTED NO. OF RESPONDENTS PERCENTAGE (%)

SOUR
Written test 30 30 CE:

Technical Skill 40 40 Throug

h
Group Discussion 10 10
Primar
HR Round 20 20
y data
Total 100 100

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.

56
CHART -12

PRIORITY GIVEN TO EACH OF THE ROUNDS CONDUCTED

40

35
35

30
30

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

5
5

0
Written Technical Group HR Round Video con
Test Round discussion

57
TABLE -13

RECRUITMENT OF MORE NUMBER OF CANDIDATES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

SOUR
Sales 55 55 CE:

HR 10 10 Throug
h
Finance 15 15
Primar
Operations 20 20
y data
Total 100 100

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.

58
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

59
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.

60
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

61
TABLE -15

OPINION ABOUT SELECTION TEST CONDUCTED ON BASIS OF RECRUITMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

SOURC

Highly satisfied 34 34 E:
Through
Satisfied 40 40
Primary
Neutral 21 21
data
Dissatisfied 3 3

Highly Dissatisfied 2 2

Total 100 100 INFER

ENCE

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.

62
CHART -15

OPINION ABOUT SELECTION TEST CONDUCTED ON BASIS OF RECRUITMENT

40
40
34
35

30

25
21
Highly satisfied
20
Satisfied
15 Neutral
Dissatisfied
10
Highly dissatisfied
5 3
2

63
 Chapter- V
SUGGESTIONS AND RECOMMENDATIONS

64
 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.

65
 FINDINGS AND CONCLUSION

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.

66
 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.

67
 BIBLIOGRAPHY

Websites

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

Books
1. Bharti airtel

68
 ANNEXURES

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

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?

69
 (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

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

70
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