CHAPTER - I 1.

1 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 handles various aspects like recruitment, organizational development, change
management, performance management, employee relations, workforce analysis, compensation
management, and training. Recruitment is a key component, focusing on attracting qualified
individuals in a competitive market. Effective initiatives consider internal and external sourcing.
Selection involves choosing applicants who best meet job requirements. Data collected through
questionnaires undergoes analysis to summarize and address 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

Organizational policies:
➢ Basic Overviews of Human Resource Management

➢ Getting the Best Employees

➢ Paying Employees (and Providing Benefits)

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.
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:
Internal sources of recruitment focus on nurturing talent within the organization,
filling vacancies through processes like internal job posting (IJP). HR communicates
job details, candidate profiles, and eligibility criteria, fostering career growth
opportunities for existing employees.
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.

• 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.

EXTERNAL SOURCES :
External recruitment taps into candidates beyond the organization, though it demands time and
resources. It encompasses diverse channels like factory gate hiring, advertisements, employment
exchanges, agencies, educational institutions, labor contractors, and recommendations.

o Employment at Factory Level – This external recruitment source involves

displaying job vacancies on bulletin boards outside the factory or at the gate.
Commonly used for hiring factory workers, it attracts unsolicited applicants—
individuals actively seeking jobs and moving between locations. These workers,
known as "badli" workers, often shift from one factory to another.

o Advertisement – Advertisements play a crucial role in external recruitment,

offering broad market coverage and reaching scattered applicants. Leveraging
mediums like newspapers and television, this source effectively disseminates
information to potential candidates.

o Employment Exchanges– Government-operated Employment Exchanges are

pivotal for recruitment, especially in government undertakings. These exchanges are
now compulsory for hiring in government agencies, reflecting their significance in the
recruitment process.

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.
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.
 1.2 COMPANY PROFILE

BHARTI AIRTEL

INTRODUCTION

Airtel emerged as a dynamic force, driven by determination and

ambition to excel in the telecom market. In just a decade, it became a leading
global provider, operating in 18 countries across South Asia and Africa. Airtel
offers a range of services, including GSM, 3G, and 4G LTE mobile services,
fixed-line broadband, and voice services. The company is at the forefront of
technology, testing VoLTE across Indian cities and planning a rollout by the end
of 2017.
Airtel stands as India's largest mobile network operator and the
third-largest globally, boasting 400 million subscribers. Recognized as India's
second most valuable brand, Airtel pioneered outsourcing all operations except
marketing, sales, and finance, adopting a 'minutes factory' model. This strategy,
now widely adopted, contributed to Airtel's success. The company relies on
Ericsson, Huawei, and Nokia for equipment, IBM for IT support, and maintains
transmission towers through subsidiaries like Bharti Infratel and Indus Towers.
Airtel's innovative approach, including paying Ericsson by the minute, allowed
for low call rates, contributing to its pivotal role in India's economic reforms.
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.

ORGANIZATION STRUCTURE
The recent restructuring of the organizational chart at Bharti Airtel
aimed to address operational hierarchy issues. The new structure features two
distinct business units, focusing on Business to Customer (B2C) and Business to
Business (B2B) segments. The B2C unit serves retail customers, homes, and
small offices, consolidating mobile, tele-media, digital TV, and emerging
businesses like M-commerce and M-health. The B2C organization encompasses
consumer business and market operations, streamlining the company's services.
As the largest telecommunication company in India, Bharti Airtel continues to
adapt its structure for improved efficiency.
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:

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.

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 is a leading telecommunications company providing GSM

mobile services in India, Sri Lanka, Bangladesh, and 16 African countries. It
 offers telemedia services in 87 Indian cities, including fixed-line and broadband
through DSL. Airtel excels in enterprise solutions and handles national and
international long-distance connectivity. The company has consistently been
awarded the 'Most Preferred Cellular Service Provider Brand' at the CNBC
Awaaz Consumer Awards for six consecutive years. Recognized for responsible
business practices, Airtel has received the Business World CSR Award since
1999.

1.3 OBJECTIVES

PRIMARY OBJECTIVE

 To find the effectiveness of Recruitment and selection process in BharthiAirtel Limited

 To analyse the present on boarding process in the organization
 To find the most critical phase of the on boarding process in the organization.
 To ascertain the findings through survey and provide recommendations to make on
boarding a better proces

SECONDARY OBJECTIVE

• To know the recruitment policy.

• To know the selection process and impact on job satisfication.
• To identify the source through which candidate are successfully recruited.
• To develop and maintain procedures which will assist in ensuring the appointment of the
most suitable candidate
 CHAPTER II

2.1 REVIEW OF LITERATURE

LITERATURE REVIEW

1. RACHANA C [January 2019] Research scholar on Recruitment and Selection process,

Singhania University, Rajasthan, India, 2019, P 11-12 Recruitment & selection is a process that
enables us to manage and lead people in our organization. It is helps to know the capacity of the
organisation to take part in few key events. It also helps in understanding the workforce sources
in an organization, in order to understand the competitive advantages. Although all employees
won’t engage, it is proved that most of the employees utilise this methods and process. Managers
usually won’t encourage employees for discussion and the problem arises here. Employees are
blamed for the failures in the process, instead of knowing the weakness in the techniques,
methodology, practices and the process which has errors. All the errors are not because of the
methods, few are due to the human errors and decisions. It actually depends on the new
candidate hired, their potentiality and their effectiveness in aiming for the organizational goal.
Reduces Labour Turnover & Better Employee Morale are effective results of R & S process.
Ineffective recruitment is loss to both candidate and the organization, as it is waste of time and
money (The employee might leave the organization). Recruitment process involves valid
practices in reality. Generally, Managers wait for the feedback from their sub-ordinates (Line
Managers) to have an idea about incubation period and procedures to find out the mistakes and
rectify it. Most of the firm do not consider labour turnover. Selection process follows traditional
methods which consist of interviewing, testing, assessment, application forms, references and
few more. Selection process has both its merits and demerits. The best Selection technique is the
one which has effective reliability and validity.
2. Ms.G. KARTHIGA, Dr. R. KARTHI AND Ms.P. BALAISHWARYA [April 2015]
Recruitment and Selection process, IJSR publications, Volume 5, Tamil Nadu, India, 2015, P 1-
2 Recruitment is the process of identifying and searching potential workers and enhancing their
skills and empowering their employments. Determination is the key factor, through which the
organization classify their employees. They select the candidate who has meet the organizational
goals with all conditions applied without any restrictions. Hence it is suggested to follow all
kinds of recruitment strategies for selecting the best candidates for the vacant positions and also
to enhancing the performance.

3. Dr. SALITHA JARDAT [2014] A study on Effectiveness of Recruitment, International

Journal of pure and applied Mathematics, Volume 119, 2018, P 2755-2764. The key factor that
drives the Human Resources is R & S process, which has inspired many associates. For better
conclusive results, productive recruitment and selection are used.
 CHAPTER III
RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN

The methodology of study explains the systemic way of finding answer to predetermined
questions. Moreover, this provides the clear path to accomplish and achieve clear solution for
findings. Research Methodology is a way to systematically solve the problem. Here we study the
various steps that are generally adopted by researcher in studying the research problem along
with the logic behind. The systemized method adopted by the research for completing the project
is Research methodology. It is simply the plan of action for research which explains in detail
how it is to be collected, analysed and interpreted.

Title of the study: -

A STUDY ON RECRUITMENT AND ONBOARDING PROCESS” at Airtel Chennai

Statement of the problem: -

Recruitment and Selection plays a vital role in the Organisation, each organisation will have
different recruiting and selection policies, these policies will help to know about how the
employees are recruited and selection to the organization. If any flaws in both the process would
affect the overall performance and directly has an impact on productivity. Hence this particular
function of Human Resource is very important this study is conducted to study
In detail the recruitment and selection process at team lease service ltd.
Sources of data
Data collection methods

When once a Research design is planned & finalized, the next step was to proceed with the task
of collecting the data. The research activity required both primary & secondary data.
Primary data

The primary data is collected throughout the use of survey. It can also be collected through
number of questionnaire from the target employees. Apart from the above, observation method
was also felt necessary for the study.
Secondary data
The secondary data is collected through pay roll data, Grievance reports & work stoppages, exit
feedback forms, company Brochures etc.
Sample Design
The study involves surveying a population of 60. The research design serves as a blueprint for
the project, encompassing problem definition, data collection methods, analysis, and project
timeline. Sociology recognizes three basic designs—cross-sectional, longitudinal, and cross-
sequential. Research designs can be fixed or flexible, with fixed designs being theory-driven and
predetermined, while flexible designs allow for more freedom during data collection, often
suitable for variables like culture that may not be quantitatively measurable.
Descriptive research
Descriptive studies are related to portray accurately the characteristics of a particular
individual situation or group and to det6ermine the frequency with which it is associated with
something else. Thus, the design needed is one where the bias is minimized and the relevance of
data collected is maximized. This project is based on descriptive study. It was descriptive study
when detailed study was made for comparison of recruitment and selection policies by different
companies.
Population of the study
This Study on Recruitment and selection process at Airtel was taken under 60 employees.
Chi- Square Test Hypothesis
H0 There is no relationship between experience and Satisfactory level of employees with
recruitment process.
H1 There is relation between experience and Satisfactory level of employees with recruitment
process
 CHAPTER IV DATA ANALYSIS AND INTERPRETATION

Descriptive analysis for demographic questions

Age
Table 1.1 Showing the age categories of employees
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
21-25 32 53.3
26-30 16 26.7
31-35 10 16.7
ABOVE 35 2 3.3
TOTAL 60 100.0

Figure 1.2 Showing age categories of employees

INTERPRETATION
From the table and figure, it is inference that 53.3% of the employees are between 21-25 years of
age i.e.32 employees, 26% of the employees are between 26-30 age i.e. 16 employees, 16.7% of
the employees are between 31-35 years of age i.e. 10 employees, 3.3% of the employees are above
35 years of age i.e. 2 employees

Gender Table 1.2 Showing Gender Categories of employees

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
FEMALE 18 30
MALE 42 70
NAME 60 100
 Figure 1.3 Gender

Gender

Female Male

INTERPRETATION
From the above table 30% of the employees are Female i.e. 18 employees and
70% of the employees are Male i.e. 42 employees.

Experience Table 1.3 Showing Employees Experience level

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
0-2YEARS 46 76.7
2-4YEARS 2 3.3
4-6YEARS 7 11.7
MORE THAN 6 YEARS 5 8.3
TOTAL 60 100.0

Figure1.4 Showing Employees Experience level

INTERPRETATION
From the above table and figure 76.7% of the employees were experienced with 02 years i.e.46
employees, 11.7% of the employees were experienced with4-6 years i.e. 7 employees, 8.3% of
the employees are more than 6 years’ experience i.e. 5 employees, 3.3% of the employees are 2-4
years experience i.e. 2 employees.

Sources Table 1.4 Showing different Job Sources

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE

ADVERTISEMENT 23 38.3
CONSULTSNT 6 10
INTERNAL RESOURCES 19 31.7
OTHER 12 20.0
TOTAL 60 100.0

Figure 1.5 Showing different Job Sources

 Advertisement Consultant Internal Resources Others

INTERPRETATION
From the above table and charts, 38.3% of the employee source the job through advertisement
i.e.23 person, 31.7% of the employees source job through internal resources, 20% of the
employee source through other way and 10% of the employee search job through consultant.

Method Adopted by the organizations for Recruiting

Table 1.5. Showing Methods adopted by organization

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
ADVERTISEMENT 16 26.7
ANY OTHER 5 8.3
EMPLOYEE REFERRAL 8 13.3
JOB PORTALS 31 51.7
TOTAL 60 100.0

Figure1.7 Showing Methods adopted by organization

 Methods

Advertisement Any otherEmployees Referal Job portals 4th Qtr

INTERPRETATION
From the above table and charts 51.7% of the Recruiters are using Job portals for recruiting,
i.e.31 employees, 28.7% of the Recruiters are using advertisement, 13.3% of the employees
using Employee referral for recruiting and 8.3% of the employees using other options for
recruiting the candidates, i.e. 5 employees.

Areas considered by the companies while hiring people

Table 1.6 Showing Areas considered by the companies while hiring people
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
EDUCATION AND 38 63.3
PERCENTAGE OBTAINED

COMMUNICATION 17 28.3
CO-CURRICULAR 5 8.4
ACTIVITIES

FAMILY BACKGROUND 0 0
TOTAL 60 100.0
 Figure 1.7 Showing Areas considered by the companies while hiring people

Areas considered by the company

Education and percentage obtained

Communication
Co-curricular activities Family background

INTERPRETATION
From the above table and charts, 68.3% of recruiters hire the candidates by considering their
education and percentage i.e.38 employees, 28.3% of the recruiters, recruits by candidates
Communication i.e.17 employees, 8.4% of the Recruiters consider candidates by their
cocurricular activities i.e.5 employees, and No recruiters consider their family background for
hiring.

The factors adopted by organization to attract prospective candidates

Table 1. 7 Showing the factors adopted by organization to attract prospective

candidates
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
EXPOSURE TO LATEST 15 25
TECHNOLOGY

NATURE OF WORK 10 16.7

ORGANIZATIONAL 20 33.3
IMAGE/BRAND

PAY AND PERKS 15 25

TOTAL 60 100.0
 Figure 1.8 Showing the factors adopted by organization to attract prospective candidates

Factors adopted by organisation

Exposure to latest technology Nature of work

Organisational image/brand Pay & perks

INTERPRETATION
From the above table and charts,33.3% of the Recruiters attracts candidates using the
organizational image/brand i.e.20 employees, 25% of the recruiters attracts the candidates by
organisation pay &perks and exposure to latest technology i.e. 15 employees, 16.7% of the
recruiters attracts the candidates by expressing about nature of works to the candidates, i.e. 10
employees.

Websites used by the organization for hire employees

Table1.8 Showing Websites used by the organization for hire employees

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
APNA 22 36.7
LINKEDIN 9 15
NAUKRI 29 48.3
INDEED 0 0
TOTAL 60 100
 Figure 1.10 Showing Websites used by the organization for hire employees

Websites
0

36.7
48.3

15

Apna LinkedIn Naukri Indeed

INTERPRETATION
From the above table and charts, 48.3% of the respondents are using Naukri for recruiting
i.e.29 employees, 36.7% of the respondents are using Apna i.e.22 employees, 15% of the
respondents are using LinkedIn for recruiting candidates i.e. 9 employees.

Recruitment Selection Policies

Table 1.9 Showing Recruitment Selection Policies
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
EFFICIENT AND 24 40.0
EFFECTIVE

EQUITABLE MANNER 11 18.3

FAIR AND 20 33.3
TARNSPARENT

WORK LIFE BALANCE 5 8.3

TOTAL 60 100.0
 Figure 1.10 Showing Recruitment Selection Policies

Selection Policies

8%
40%
34%

18%

Efficient &Effective Equitable Manner Fair & Transparent Work life balance

INTERPRETATION
From the above table and charts, 40% of the respondents are choosing Efficient & effective
policies i.e. 24 employees, 33.3% of the respondents are choosing fair & transparent policies i.e.
20 employees, 18.3% of the respondents are choosing Equitable Manner i.e. 11 employees, 8.3%
of the respondents are choosing work life balance policies i.e. 5 employees.

The important criteria during shortlisting the candidates

Table 1.10 Showing Important criteria during shortlisting the candidate

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
EDUCATIONAL 13 21.7
INFORMATION

REFERENCE RELEVANT 2 3.3

EXPERIENCE 32 53.3
SALARY EXPECTATION 13 21.7
LEVEL

TOTAL 60 100
 Figure 1.1 Showing Important criteria during shortlisting the candidate

21.7 21.7
3.3

53.3

Educational Information Freference Relevant Experience Salary Expectation

Important
criteria during shortlisting the candidate

INTERPRETATION
From the above table and chart shows that, 53.3% of the respondents are shortlisting the
candidates by Relevant experience i.e. 32 employees, 21.7% of the respondents are choosing
Educational information & Salary expectation level i.e. 13 employees, 3.3% of the respondents
are choosing Reference for selecting the candidates i.e. 2 employees.

Number of interviews to be conducted to provide offer letter

Table 1.11 Showing Number of interviews to be conducted to provide offer letter
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
ONE 16 27
THREE 36 59
TWO 8 13
FOUR 1 1
TOTAL 60 100
 Figure1.13 Showing Number of interviews to be conducted to provide offer letter

Number of interviews to be conducted to provide

offer letter

13%1%
27%

59%

One Two Three Four

INTERPRETATION
From the above table and chart shows that the 59% respondents for three interview i.e. 36
employees, for one interviews 27% of the respondents i.e. 16 employees, for Two interviews
13% of the respondents i.e. 8 employees, for four interviews 1% of the respondents i.e. 1
employees.

Which is the first preferred hiring source ( Rank )

Table 1.12 Showing the responses of most preferred source for hiring
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
JOB PORTAL 60.33 I
IIEMPLOYEE REFERENCE 54.42 II
ADVERTISEMENT 53.58 III
DIRECT ENTRY 33.67 IV
 Figure 1.14 The first preferred source for hiring

INTERPRETATION
From the above table and charts, Rank I in Job portals , Employee Reference in
Rank II, Advertisement in Rank III, and Direct entry in Rank IV.

Rank the affecting factors in selection process

Table 1.13 Showing the Rank of affecting factors in selection process

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
PROCESS ANALYSIS 58.5 I
LACK OF 52.63 II
MOTIVATIONAL

STRATEGIC 49.07 III

PRIORITIZATIONAL

ADAPTABILITY TO 42.57 IV
GLOBALIZTION
 Figure 1.15 Rank the affecting factors in selection process

1%
25% Salary budget
38% Willing to relocate
Domain experience
Relevant experience
36%

INTERPRETATION
From the above table and figures, Recruiters provides Ist Rank for Domain experience, II Rank
for Relevant experience, II Rank for Salary budget and IV Rank for Willing to relocate

Rank the challenges faced by HR in Recruitment

Table 1.14 Showing the Rank of challenges faced by HR in Recruitment

PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
PROCESS ANALYSIS 58.5 I
LACK OF MOTIVATION 52.63 II
STRATEGIC 49.07 III
PRIORITIZATION

ADAPTABILITY TO 42.57 IV
GLOBALIZATION
 Figure 1.16 Rank the challenges faced by HR in Recruitment

Rank the challenges faced by HR in

Recruitment

Process analysis
21% 29%
Lack of motivation
Strategic prioritization
24%
26% Adaptability to globalization

INTERPRETATION
From the above table and charts Recruiters ranking their challenges, Process analysis in Rank I,
Lack of motivation in Rank II, Strategic prioritization in Rank III and Adaptability to
globalization in Rank IV.

Interview Preferred for selecting suitable candidates

Table1.15 Showing the result of Interview Preferred for selecting suitable candidates
PARTICULAR NO.OF.RESPONDENTS PERCENTAGE
TELEPHONIC INTERVIEW 10 16.7
VIDEO CALL INTERVIEW 9 15
DIRECT INTERVIW 35 58.3
HACKATHON 6 10
TOTAL 60 100
 Figure 1.16 Interview Preferred for selecting suitable candidates

Interview Preferred for selecting

suitable candidates

10% 17% Telephonic Interview

Video call interview
15%
Direct interview
58% Hackathan

INTERPRETATION
From the above table and charts, 58.3% of the recruiters preferring Direct interview i.e.35
employees, 16.7% of the recruiters preferring Telephonic interview i.e.10 employees, 15% of the
recruiters preferring Video call interview i.e.9 employees, and 10% of the recruiters preferring
Hackathon i.e 6 employees.

Analysis of data
Swot Analysis
Strengths

1. Large size of the group.

2. Experience of complete cycle of transmission lines – from erection to maintenance.
3. Strong human resource development programmes.
4. Proactive approach towards implementation of new technologies.
5. Software is used for developing application.
6. All the day to day activities are updated.
Weakness

1. Non-availability of quality manpower given the projects’ size.

2. Dependency on central groups for some processes
3. They lack in full time permanent employees

Opportunities
1. Large scale commercial and residential projects coming up leading to increase in the
demand.
2. Long term relationship with the customers can help in getting more and more projects

Threats

1. Delays in project execution due to delays in Recruiting Process

2. Competition from other companies.
3. Managing the employees (Because they are paid very less)
4. Changing Technologies.
 CHAPTER V

FINDINGS, SUGGESTIONS & CONCLUSION

5.1. Findings

1. From the data analysed 53.3% of the employees are between 21-25 years of age i.e.32
employees
2. 30% of the employees are Female i.e. 18 employees and 70% of the employees are Male
i.e. 42 employees.
3. 31.7% of the employees were married and 68.3% of the employees were unmarried.
4. 76.7% of the employees were experienced with 0-2 years i.e.46 employees
5. 38.3% of the employee source the job through advertisement i.e.23 person
6. 51.7% of the Recruiters are using Job portals for recruiting, i.e.31 employees
7. 33.3% of the Recruiters attracts candidates using the organizational image/brand i.e.20
employees
8. 48.3% of the respondents are using Naukri for recruiting i.e.29 employees
9. 40% of the respondents are choosing Efficient & effective policies i.e. 24 employees
10. 53.3% of the respondents are shortlisting the candidates by Relevant experience i.e. 32
employees
11. 59% respondents replies that they select the candidate by three interviews i.e. 36
employees 12. Rank I in Job portals, Employee Reference in Rank II, Advertisement in
Rank III, and Direct entry in Rank IV.
13. Recruiters provides Ist Rank for Domain experience, II Rank for Relevant experience, II
Rank for Salary budget and IV Rank for Willing to relocate
14. Recruiters ranking their challenges, Process analysis in Rank I, Lack of motivation in
Rank II, Strategic prioritization in Rank III and Adaptability to globalization in Rank IV.
15. 58.3% of the recruiters preferring Direct interview i.e.35 employees
16. 31.7% of the candidates are refilled by 10 days i.e. 19 employees
17. 48.3% of the respondents replies that 50-70% i.e. 29 employees
18. 47.5% Respondents saying that they are verifying the vacant position(50-70%) before
recruiting i.e.29 employees
19. Majority (50%) of the respondents are Neutral about the Recruitment and Selection
process in organisation
20. 47.5% Respondents saying that they are verifying the vacant position(50-70%) before
recruiting i.e.29 employees Internal Findings
There is significant relation between Experience of the employees and Satisfactory level of
employees.
 5.2. Suggestions

1. The recruitment and selection duration can be reduced. Candidates may feel bored
or disinterested in the company if they are made to wait long to get selected.
2. Should provide some entertainment program for the employees
3. Immediate and adequate training and induction can be done for newly joined
employees.
4. Salary offered by Airtel can be improved so that it matches with the expectations
and industry standards
5. Timely and proper feedback can be provided to the candidates after each round of
interview.
6. The organization can use more Advertisement Media for increasing their business
and it also helps to compete with the competitors.
7. Can make it user friendly
8. Work efficiency can be improved

5.3. Conclusion

Today, in every organization personnel planning as an activity is necessary. It is an important

part of an organization. Human Resource Planning is a vital ingredient for the success of the
organization in the long run. There are certain ways that are to be followed by every
organization, which ensures that it has right number and kind of people, at the right place and
right time, so that organization can achieve its planned objective. The objectives of Human
Resource Department are Human Resource Planning, Recruitment and Selection, Training and
Development, Career planning, Transfer and Promotion, Risk Management, Performance
Appraisal and so on. Each objective needs special attention and proper planning and
implementation.
The end result of the recruitment process is essentially a pool of applicants. Next to
recruitment, the logical step in the HR process is the selection of qualified and competent people.
As such, this process concentrates on differentiating between applicants in order to identify – and
hire those individuals whose abilities are consistent with the organization’s requirements.
In every organization recruitment and selection plays a vital role. The study reveals that the
recruitment and selection process offered in the industries is effective. The HR manager of the
selected industries have to focus on selecting the right persons through other sources like campus
placements, job.com, data banks etc. The selection is done by evaluating the candidate’s skills,
knowledge and abilities which are highly required to the vacancies.
Recruitment and Selection are simultaneous process and are incomplete without each other.
They are important components of the organization and are different from each other. Since all
the aspect needs practical example and explanation this project includes Recruitment and
selection Process of Airtel. And a practical case study. It also contains addresses of various and
top placement consultants and the pricelist of advertisements in the magazine.
 REFERENCES

1.Rachana. C, Research scholar on Recruitment and Selection process, Singhania University,

Rajasthan, India, 2019, P 11-12.
2. Joy O Ekwoaba, Ugochukwu U Ikeije, Umudikendubusiufoma, the impact of Recruitment
and Selection criteria on organizational performance, University of Lagos, 2015, P 22-23.
3. Ms.G. Karthiga, Dr. R. Karthi And Ms.P. Balaishwarya, Recruitment and Selection process,
IJSR publications, Volume 5, Tamil Nadu, India, 2015, P 1- 2.
4. Dr. Salitha Jardat, A study on Effectiveness of Recruitment, International Journal of pure and
applied Mathematics, Volume 119, 2018, P 2755-2764.
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KNUST, 2014, P 1-3.
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7. Syamala Devi Bhoganadam, Dr. Dasaraju Srinivasa Rao, A study on Recruitment and
Selection, IJMRR, India, Volume 4, 2014, P 996-1006.
8. Fangling Hu, The research of design of human resource Recruitment System, School of
Management, Jinan University, China, 2014, P 197-198.
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Volume 10, Chennai, India, 2013, P 373-390.
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Disabilities, Volume 33, India, 2012, P 1780-1791.
11. Neeraj Kumari, A study on Employee appraisal and performance appraisal system (PMS),
volume 1, India, 2012, P 30-31.
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Relations Publications, Volume 56, India, 2011, P 1-20.
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131-176 [2] Chris Dukes, (2001) Recruiting the Right Staff

14.John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004

15.Steve Kneeland, (1999) Hiring People, discover an effective interviewing system; avoid
hiring the wrong person, recruit outstanding performers
 BIBLIOGRAPHY

BOOKS

1. Hire with your head - Lou Adler

2. Research Methodology - CR Kothari

3. Research methods Knowledge Base Prof William M.K. Trochim NEWS

PAPERS:

1. The Times of India 2. The

Economic Times
MAGAZINES:
1. Business World
2. Business Today
3. India Today

• PERIODICALS AND REPORTS:

1. Business India, April- May, 2016

2. India Today, March, 2017

• WEB: o www.google.com o www.onnyx.in

APPENDIX

A STUDY ON RECRUITMENT AND SELECTION PROCESS IN BHARTI AIRTEL

LTD CHENNAI QUESTIONNAIRE

Name :-

1. Age
a) 21-25 b)26-30 c)31-35 d)above 35

2. Gender

a) Male b) Female
3. Marital Status

a) Married b) Unmarried

4. Experience

a)0-2yrs b)2-4yrs c)4-6yrs d) more than 6yrs

5. Identify the source from where you came to know about the job?

a)Internal Resources b)Advertisement c)Consultant d)Others

6. Method Adopted by the organizations for Recruiting

a) Job Portals b) Employee Referral c) Advertisement d) Any other

7. Areas considered by the companies While Hiring people

a) Education and Percentage Obtained b) Communication

c) Co-curricular Activities d) Family Background

8. What are the factors adopted by organization to attract prospective candidates?

a) Pay & Perks b) Exposure to Latest technology

c) Organizational Image/Brand d) Nature of Work

9.Websites used by the organization for hire employees

a) Naukri b) LinkedIn c) Indeed d)Apna

10. Recruitment & Selection Policies

a) Fair & Transparent b) Efficient & Effective

c) Equitable Manner d) Work life balance Policy

11. The important criteria during shortlisting the candidates for selection

a)Educational Information b) Relevant Experience

c)Salary expectation level d)Reference
 12. Number of interviews to be conducted to provide offer letter

a) One b) Two c) Three d) More than three

13. Which is the first preferred hiring source which gives the immediate result (Rank)

a) Job Portals b) Employee Referral c) Advertisement d) Direct entry

14. Rank the affecting factors in selection process

a) salary budget b)willing to relocate c)domain experience d)relevant experience

15. Rank the challenges faced by HR in recruitment.

a)process analysis b)lack of motivation

c)strategic prioritization d) adaptability to globalization

16. Interviews Preferred for selecting suitable candidates

a)Telephonic Interview b)Video Call interview

c)Direct Interview d) Hackathon

17. What is the turnaround time in your organization?

a) 10 days b) 20 days c) 30 days d) more than 30 days
18. What is the rate of selected candidates to the joined candidates?

a) 30-50% b) 50-70% c) 70-90% d) 90-100%

19. How do you rate the recruiting process of your Organization?

a)Very Good b) Good c)Neutral d) Poor e) Very Poor

20. The organization verify the vacant positions before the process of recruitment?

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

21. Fair practices of R & S will increase the company’s performance?

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

22. Satisfactory level of employees with Recruitment & Selection process

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied

23.The Satisfactory level of Selection policies followed by the company

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied

24.Organization’s overall rating over recruitment and selection process

a) Very good b) Good c) Neutral d) poor e) Very poor