A Dissertation Project Report

On
“AN EVALUATION OF RECRUITMENT AND
SELECTION PROCESS IN BHARTI AIRTEL.”

Submitted in Partial Fulfillment of the Requirements for the Degree of

MASTER OF BUSINESS ADMINISTRATION

In

Business Management
by
Munazza Nishat
Under the guidance of

Dr. Priyanka Bajpai

Assistant Professor

Department of Business Management

Faculty of Commerce and Management
INTEGRAL UNIVERSITY
LUCKNOW, INDIA
2023-24
 CERTIFICATE
This is to certify that Ms. Munazza Nishat (Enrollment No. 2200104378) has carried out the
Dissertation Project entitled “AN EVALUATION OF RECRUITMENT AND SELECTION
PROCESS IN BHARTI AIRTEL.” submitted to the Department of Business Management, Faculty
of Commerce & Management, Integral University in partial fulfillment for the award of the Degree of
Master of Business Administration from Integral University, Lucknow under my supervision.
It is also certified that
(i) This project work embodies the original work of the candidate and has not been earlier submitted
elsewhere for the award of any degree.

(ii) The candidate has worked under my supervision for the prescribed period.

(iii) The project work fulfills the requirements of the norms and standards prescribed by the Integral
University, Lucknow, India.

(iv) No published work (figure, data, table, etc.) has been reproduced in the thesis without express
permission of the copyright owner(s).

Therefore, I deem this work fit and recommend submission for the award of the aforesaid degree.

Signature of Supervisor
Dr. Priyanka Bajpai
Department of Business Management
Integral University, Lucknow

Date:
Place: Lucknow
 DECLARATION

I hereby declare that the report of the Dissertation Project work titled “AN EVALUATION OF
RECRUITMENT AND SELECTION PROCESS IN BHARTI AIRTEL.” is an authentic record
of the project work carried out by me under the supervision of Dr. Priyanka Bajpai,
Assistant/Associate/ Professor, Department of Business Management at Integral University,
Lucknow. No part of the project work has been presented elsewhere for any other degree or diploma
earlier.

I declare that I have faithfully acknowledged and referred to the works of other researchers, wherever
their published works have been cited in this report. I further certify that I have not willfully taken
other’s work, para, text, data, results, tables, figures, etc. reported in journals, books, magazines,
reports, dissertations, theses, etc., or available on the websites, without their permission.

Date: Signature: _____________

Munazza Nishat
(Enrollment No. 2200104378)
 ACKNOWLEDGEMENT

First and foremost, I would like to express my utmost gratitude to God, The Almighty, for His
abundant blessings and guidance throughout my project journey, enabling me to complete this work.

I am sincerely grateful to Prof. S. W. Akhtar, the Hon’ble Chancellor and Founder of Integral
University, Lucknow, for granting me the opportunity to pursue my MBA at Integral University.

I am thankful to Dr. Syed Nadeem Akhtar, the Hon’ble Pro-Chancellor of Integral University,
Lucknow, for his blessings and wisdom. I would like to extend my heartfelt gratitude to Prof. Javed
Musarrat, the Hon’ble Vice-Chancellor of Integral University, Lucknow, for his invaluable guidance
and support throughout my dissertation work and for providing me with a platform for academic
excellence.

Furthermore, I would like to express my sincere gratitude to my supervisor, Dr./Mr./Ms Dr. Priyanka
Bajpai, Assistant/Associate/Professor, Department of Business Management. His unwavering
support, patience, and expertise have been instrumental in the completion of this study.

I would like to express my heartfelt gratitude to Dr. Adeel Maqbool, Professor & Vice Dean, Faculty
of Commerce and Management & Dr. Syed Shahid Mazhar, Professor & Head, Department of
Business Management for their insightful suggestions and constant motivation in carrying out this
project work.

Once again, I am deeply grateful to all the individuals mentioned above for their unwavering support
and contributions to my project journey.

Munazza Nishat

(Enrollment No. 2200104378)

 EXECUTIVE SUMMARY

Objective

The objective of this evaluation is to examine the recruitment and selection processes at Bharti Airtel,
one of the largest telecommunications companies in India, to identify their effectiveness, efficiency,
and alignment with organizational goals.

Methodology

This evaluation involves a comprehensive review of Bharti Airtel's recruitment and selection
processes. Data collection includes interviews with HR personnel, surveys among newly recruited
employees, analysis of HR documentation, and comparisons with industry best practices. The
evaluation focuses on multiple dimensions of recruitment, such as sourcing strategies, selection
criteria, interview processes, and onboarding practices.

Key Findings

Sourcing Strategies: Bharti Airtel employs a mix of internal and external sourcing strategies,
utilizing job portals, employee referrals, and campus recruitment. The company has a strong
employer brand, contributing to a robust pool of candidates.

Selection Criteria: The selection process includes a combination of aptitude tests, technical
interviews, and behavioral interviews. Bharti Airtel uses competency-based interviews to assess
candidates' skills, ensuring alignment with company values and job requirements.

Interview Process: The interview process is structured and includes multiple stages, allowing for a
comprehensive assessment of candidates' skills and fit within the organizational culture. However,
some inconsistencies in the interview process were observed across different departments.
Onboarding Practices: Bharti Airtel has a structured onboarding program that provides new
employees with an overview of company culture, processes, and expectations. This approach helps in
integrating new hires quickly into the organization.
 TABLE OF CONTENT

Sr. No. Title Page No.

I Declaration

II Certificate by Guide

III Acknowledgement

1 Introduction/Executive Summary

2 Literature Review

3 Conceptual Background

4 Company Profile

5 Research Methodology

6 Data Analysis & Interpretation

7 Finding, Suggestion & Conclusion

8 Bibliography

Appendix
 Chapter-1
INTRODUCTION
 INTRODUCTION
Meaning:

Recruitment and Selection system refers to sourcing and building efficient Human Resource to
the organization to attain its objectives.

This policy complies with, and supports, the Company’s Equal Opportunities Policy by:

 Ensuring that every stage of the recruitment and selection process is carried out in a
systematic way, based on pre-agreed criteria, to eliminate the potential for personal bias
affecting the decision making process.

 Ensuring that all decision points are fully documented to assist with subsequent
monitoring.

 Making the whole procedure as open as possible, to ensure that all candidates understand
why decisions have been taken and, where they wish, to obtain meaningful feedback.

 Enabling demonstration of robust, transparent processes and thereby providing a basis for
defense in the event of challenge.

There are seven main stages to the procedure:

 Pre-advertisement

 Placing advertisements and dealing with enquiries and applicants

 Short-listing

 Interviewing and selection

 Post-selection procedures

 Induction

 Monitoring

2
Analyzing Your Workplace:

To assist you analyze your workplace to identify recruitment or selection issues for women, we
suggest you:

 Revisit your workforce profile to find where your female employees are.

 Consult with your employees.

 Examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

 Put in place a policy requiring recruitment and selection processes to select the best
person for the job.

 Develop a quality, consistent process for recruitment that delivers diverse recruits.

 Have a recruitment strategy that links to your business plan, and to a strategy to retain
employees.

Reviewing Recruitment and Selection Opportunities

 Monitor each stage of the recruitment process to identify any practice that may
disadvantage some candidates.

 Investigate whether women have equal opportunity in the recruitment and selection
process by collecting information on the numbers of men and women:

 Applying for positions

 Being short-listed

 Being interviewed

 Being appointed, and

 Survey staff about their perception of equity in recruitment procedures.

3
  Consider collecting diversity information as part of the process. There could be a pool of
diverse candidates you’re not reaching or unnecessarily excluding.

Reviewing Job Descriptions:

 Ensure all job profiles/descriptions reflect the real requirements of the job, rather than
describing the person who filled that job previously.

 Write job profiles in language that encourages both men and women to apply – including
women of and Differing backgrounds. For example, avoid use of jargon and acronyms
that tend to be exclusive.

PRINCIPLES:

Following are the guiding principles for recruitment and on-boarding process.

• Attracting and recruiting the right people is one of the most important activities of the
organization and is the responsibility to be owned by each and every employee of the
organization.

• Merit will be the single most important factor in selection process.

• They will ensure a diversity, both gender and ethnicity by targeted candidate sourcing with the
help of recruitment vendors and the referral program.

• While skills and profile matching play an important role, they will hire people who are team
players and have the right attitude most relevant to the culture of the organization. Attitude is as
important as aptitude.

• They believe in becoming a company of giants and emphasis is in hiring people who can grow
bigger and better than they presently are.

• They believe in providing their employee with fulfilling career paths. Towards this, they will
post vacancies internally as a preferred option while evaluating external candidates.

• They believe that each candidate interviewed irrespective of whether she/he is selected should
become a friend of the organization. They treat all the candidates with the utmost respect. They

4
 will be open and fair in communication with them; this way they also enhance the brand image
of the organization.

• They will continuously assess, identify and cultivate strategic talent pools including those at the
universities, management schools, and community forums to address their long term needs.

HIRING APPROVAL

• All recruitment activities shall be undertaken based on the hiring plan as approved by the
Business Head, HR Head & the CEO. For each approved position, a hiring requisition will be
required prior to initiation of any recruitment activity. If the hiring was not included in the
planned budget, it will also require approval from the CEO based on a recommendation from the
Head HR and the CFO.

• Recruitment expense will be allocated to the concerned business unit, and expenditure should
be budgeted and pre-approved by the business unit head and the HR Head.

CANDIDATE SOURCING:

The hiring manager along with the Human Resource Department would decide the channel /
source to use based on the nature of the recruitment. The following sources of recruitment may
be considered:

• Internal Sources:

- Whenever any vacancy arises, the possibility of fulfilling the requirement internally via
reassignment and relocation, re-allocation of the responsibilities or internal promotion will be
explored by the hiring function along with the HR Department.

- Internal job postings to explore internal candidates.

• Employee Referrals – COMPANY will encourage employees to refer suitable candidates for
open positions.

• Other external sources include:

- Recruitment agencies

5
- External job postings

- College / campus requirement

INTERVIEW PROCESS:

• All candidates are required to undergo a face to face interview with the interview panel before
selection.

• Interviews may be conducted at a place at mutually convenient locations and time in an effort
to maintain confidentiality of the hiring effort.

• One on one meeting shall be preferred as the interview format, however depending on the
constraints panel interviews / telephone / video conference screening could be used.

• For recruitment at junior levels, job fairs, universities etc, where large volume of candidates,
Company will use recruitment tests for purpose of short listing. The candidate may be tested on
the basic aptitude, analytical skills or other skills required for the job of the candidates.

• The interview process will focus on the evaluating the candidates suitability in terms of the job
description and fit within the organization.

• Each interviewer will complete the interview feedback form and submit it to HR. HR will
compile the results from a various interviews and provide these to the line manager for the final
decision.

The following are the guidelines wit respect to the interview levels. The line manager will own
the overall interview process:

 Position,

 Level Equipment Hiring Decision by Interview by Salary Fitment Offer Letter Signed by

 Direct Report CEO Head CEO/ HR Head, Management Team (for relevant functions)
Approval - CEO

 Proposal – HR Head CEO

6
 State Head/ Regional Function Heads, Cluster Heads Regional Branch Heads, National
functional Heads Regional Branch Head / National Functional Head, Regional HR Approval
– CEO

 Proposal – HR Head

 Branch Manager / National Functional Managers Regional Branch Heads, National

functional Heads Regional Branch Head / National Functional Head, Regional HR, Cluster /
State Head Approval – HR Head

 Proposal – C & B Manager HR Head

 Senior Relationship Manager Regional Branch Head/ Branch Manager Regional Branch
Head/ Branch Manager, Regional HR Approval – HR Head

 Proposal – C & B Manager Staffing Leader

 Junior Relationship Manager Branch Manager Branch Manager, Cluster Head Approval –
C&B Manager

 Proposal – Regional HR Mgr. Regional HR Manager

For campus / bulk hiring process, each panel will be specifically authorized with respect to hiring
decision, pay by the HR Head & CEO prior to the process.

RECRUITMENT EXPENSES:

• All recruitment expenses including recruitment fees, advertisement expenses and interview
related expenses will be allocated to the concerned business unit.

• The candidate will be informed about the nature of the expenses that are reimbursable and the
supporting documents required (in original). HR will ensure that candidate fills the necessary
reimbursement forms and that he/she receives the reimbursement at the earliest.

• Outstation/International Candidates - COMPANY will pay for appropriate air fare and expenses
incurred for the stay for candidates who they decide to fly from other locations. Prior approval

7
from the Regional HR Leader / HR Head is required to invite candidates. For candidates from
International Locations, prior approval from the HR Head needs to be taken.

PRE-EMPLOYEMENT CHECK:

This will include both a professional reference check as well as the background check.

• Professional reference check will be completed by the hiring manager. COMPANY will request
contact information for 2 references from the candidate, and check the quality of previous work
experience and key personal characteristics/conduct/ previous record etc.

• For key positions in areas, COMPANY will also perform a background check to assess the
integrity conduct of the candidate.

• The following information regarding the candidate will be verified:

 Proof of educational qualifications

 Any professional certificate that is essential to the job

 Address details

 Passport details

 Date of birth

 Proof of previous employment (service certificate)

Any negative feedback and comment in the reference check will be investigated by HR and if
found genuine shall be a cause for disqualification of the candidate or dismissal from
employment.

OFFER PROCESS:

• Once the hiring decision is finalized, HR will prepare an offer / fitment as per the compensation
structure and grade and keeping in mind the internal equity.

• The offer would be communicated to the selected candidates by the hiring manager along with
HR. The candidate will sign the contract letter to formally accept employment from the

8
organization.

PRE-EMPLOYMENT PROCESS:

As an organization, COMPANY will make all necessary arrangements to ensure a smooth

joining process for the employees. HR will provide the candidate a check list prior to joining to
ease joining formalities.

RELOCATION FOR EMPLOYMENT:

Where the employee has to relocate and has been pre-approved by the HR Head and the staffing
leader, the relocating candidate shall be eligible for the following relocation assistance:

 The joining employ has the option to avail temporary accommodation (which includes
laundry) for the first two weeks arranged by organization. The stay in company provided
accommodation can be extended by two weeks further based on specific approval from
the Head HR. Where the stay extends beyond 4 weeks, the respective will not be paid
housing allowance foe the corresponding period.

 Local travel assistance up to positions of RO/RM/equivalent and below will be

reimbursed for one week and for SRM/equivalent and above will be reimbursed up to two
weeks.

 Food expenses during the period will be reimbursed as per actual up to Rs 500/-per day
per person.

 Approved reasonable expenses incurred in transporting the personal goods including the
transportation /registration of one automobile to the city of work. Employees are advised
to use the designated moving agencies as per rates negotiated by Administration. Where
negotiated rates are not available, the employee is required to submit 3 quotations and
secure approval from Administration before assigning the contract to a moving firm.

EMPLOYEMENT OF RELATIVES:

The organization employs, purely on merit, the relatives of our employees as long as it does not
create a potential conflict of interest. To avoid a potential conflict of interest and to reduce the

9
possibilities of favoritism – the following guidelines must be followed:

 Relatives are not assigned to a position where he/she has the opportunity to check,
process, and review, approve, audit or otherwise affect the work of the persons cited and
above.

 NO one is assigned to a position where she/he influences the professional progress or

promotion of the persons cited above.

 If one is aware of a situation that appears to be an opportunity for people to display

favoritism to relatives, one should contact the Department Head or Human Resources
Department.

 Employees will not be part of the hiring process of their relatives

DEFINITION OF RELATIVES:

Relatives would include husband, wife, children, parents, sisters, brothers, first cousins, brothers-
in-law, sisters-in-law, mother –in-law, and father-in-law.

Employees who are aware of candidature of their relatives for the organization must immediately
report to the HR function in writing for information and records. Failure to immediately report
such cases will be considered as a serious violation of the recruitment policy and may entail a
disciplinary action.

INTERNSHIP PROGRAM:

As part of university hire program, COMPANY will provide internship opportunities to students.
Such internships will provide opportunities to students to learn while making real contributions
to the company. COMPANY will follow the following process:

• HR will coordinate with business groups to identify potential opportunities for intern hires.

• Internship requests could be received either from the students directly or as nominations
from the educational institute.

• HR and hiring manager to tele-interview the candidates with subsequent personal

10
 interviews in the office

• HR to coordinate with the hiring manager to develop the project plan for the hire

Based on the demonstrated capability, the intern will be provided with the opportunity to
work in multiple departments to gain a wider business understanding

INTERNSHIP CRITERIA:

 Typically, the intern will be a pre-final year student of the Bachelor or Master degree
programs specializing in Financial Services/IT and any other business stream as required.

 Interns will be expected to manage their won accommodation and it will not be provided
by the company.

 Intern will be required to sign the confidentiality and code of conducts documents of the
company.

EMPLOYEE ON-BOARDING – PROCESS:

The overall purpose of the new hire integration process is to ensure that the new employee is
able settle in smoothly and is able to contributing at the earliest.

PRE EMPLOYMENT INDUCTION:

COMPANY’s employee induction process shall begin as per the employee accepts the job offer.
The process includes:

 Welcome pack: As soon as the candidate accepts the offer, a welcome pack will be sent
to the employee.

o A congratulatory note regarding the decision to join the organization.

o Contact details of a HR representative and the hiring manager.

o A brief company overview document.

11
  Pre-joining checklist: Include details of the documents required from the employee. In
case the employee is relocating from a different location, details of the relocation process
and the visa requirement will be outlined in this checklist.

 Expectations on the first day of the joining.

POST JOINING ORIENTATION AND INDUCTION:

 Classroom Induction: The employee integration process will also include classroom
training and induction where the employee will receive presentations and trainings on
various topics that would further ingrain the into the organization

 On the job training: Besides formal training sessions, the employee will undergo on-
the-job function specific trainings that are facilitated by the respective functions to help
the new employee acquaint himself/herself with work in progress.

PROBATION POLICY:

 Probation is a trial that is mutual opportunity for the employee and COMPANY to
confirm suitability for continued employment. The probation period is to establish a
stronger understanding of mutual capabilities, expectations and understanding which may
include functional training. The employee must demonstrate suitability for continued
employment.

 An assessment will be based on factors related to work performance, work habits,

productivity, attitude and compatibility, attendance and punctuality, and any other matter
that is linked to job performance and expectations.

 All new hires will be placed on probation for a period of 6 months from the date of
joining

 HR will initiate the confirmation process by sending an appraisal form to the immediate
supervisor before the completion of probationary period. The appraisal form will need to
be approved by the supervisor’s leadership.

12
REFERRAL BONUS AMOUNT :

• The Referral Bonus Program is operated under the authority of the Budget and Control Board’s
Employee Bonus Guidelines. Under these guidelines, an employee may receive multiple
bonuses, the total of which may not exceed $2,000 in any fiscal year.

• Referral bonus payments may be paid in a lump sum or in periodic payments until the new
employee has completed his or her probationary period. Payments cannot be made until the
referred candidate has been employed for a minimum of one month. For example, a $1,000
referral bonus can be structured as follows:

- $250 referral bonus awarded after three months from the hire date,

- $250 referral bonus awarded after six months from the hire date,

- $500 referral bonus awarded at the end of the probationary period.

REFERRAL BONUS PROGRAM ADMINISTRATION :

The Referral Program operates in accordance with the following program requirements:

• Referral bonuses are awarded at the discretion of management with the Agency Director or his
designee having final approval authority.

• Funding for the program must come from existing agency resources.

• The Agency will provide a form for completion and submission by either the applicant or the
referring employee with the applicant’s application indicating that the referring employee has
made the referral.

• The Agency will designate a position as ―hard-to-fill‖ before the position is posted.

• Employees selected for eligible positions must be employed by the agency for at least one
month before a referring employee may be eligible to receive a referral bonus.

Referred candidates cannot be current employees of the hiring agency in any capacity, to include

13
temporary, temporary grant, research grant, time- limited project, or contract employees. Both
the referring employee and the referred candidate must be employed by the agency when any
referral bonus is paid receive the referral bonus.

• Any disputes arising from the application of this program will be the responsibility of the
Agency Director or his designee to resolve and will not be considered a grievance under the State
Employee Grievance Procedure Act.

• The agency HR Office will monitor the use of the Referral Bonus Program and will report
annually to the Office of Human Resources information on the use of the Referral Bonus
Program.

• The hiring process will be fair and consistent with agency policy and procedures, with no bias
for or against candidates whose selection might make another employee eligible for a referral
bonus.

Amount paid to the employees who refer the candidates and if they get selected varies from Rs.
7000 to Rs.2000 based on the grade of the employee refereed and the refereed candidate placed.

This amount is paid to the employees in two ways:

1. Immediately when the candidate is joined

2. After the completion of 3 months of the candidate selected.

Only middle level and senior level management employees have the opportunity of referring the
candidates. This policy/scheme is not applicable to the top management employees. Also the
employees who are under probation or training period are not eligible for this employee referral
policy.

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 RECRUITMENT AND SELECTION

According to Edwin B. Flippo, ―Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization‖. Recruitment is the
activity that links the employers and the job seekers.

Recruitment is a linking activity- bringing together jobs to fill and those seeking jobs. A good
recruitment program should attract the qualified & not unqualified. Recruitment is a costly affair.
There are legal implications of incompetent selection – negligent hiring. ―Organizations must
consider recruitment as a strategic war to attract talent, and must develop and implement
aggressive talent acquisition strategies in order to dominate the labor market within a given
industry. With the impending retirement of the baby-boomer generation and the lack of
availability of high quality senior-level talent, many companies consider talent acquisition to be
the most important business challenge facing them today‖.

Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right candidate
for the right job from this pool. The main objective of the recruitment process is to expedite the
selection process
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee for a requisition
vacancy and an anticipated vacancy.

Purpose & Importance of Recruitment:

 Attract and encourage more and more candidates to apply in the organization.

 Create a talent pool of candidates to enable the selection of best candidates for the
organization.

 Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.

15
  Recruitment is the process which links the employers with the employees.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.

 Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.

 Meet the organizations legal and social obligations regarding the composition of its
workforce.

 Begin identifying and preparing potential job applicants who will be appropriate
candidates.

 Increase organization and individual effectiveness of various recruiting techniques and

sources for all types of job applicants.

 So, those people who are involved in the process have a high level of responsibilities.

Management’s Role in Recruitment

Recruitment planning is anticipating and using all available flexibilities and strategies to
maintain the workforce. Human Resources Responsibilities along with the civilian Recruitment
Team can help through this process by further explaining strategies and helping to find easier
ways to accomplish them.

Responsibilities include:

 Determining a vacancy exists.

 Choosing the right strategies to fill the position.

 Defining and capturing the need (understanding the position, its functions, duties,
responsibilities, and skill requirements.)

16
 Initiating the final action.

Recruitment needs are of three types

 PLANNED
i.e. the needs arising from changes in organization and retirement policy.

 ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict by
studying trends in internal and external environment.

 UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.

The Recruitment Process

1 Determine the exact need 8 Implement the decision

2 Obtain approval 9 Allow time for response

3 Combine / update job description 10 Screen responses

and job specification

4 Determine KPAs of the job 11Draw up a candiddate shortlist

5 Consult the recruitment policy 12 Provide feedback to applicants
& procedure

6 Choose the recruitment source(s) 13 Proceed to selection

7 Decide on a recruitment method 14 Evaluate the recruitment effort

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 SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources: internal and external sources. The sources within the organization itself
(like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.

SOURCES OF RECRUITMENT

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Internal Sources of Recruitment

1. TRANSFERS

100

80

60 East

West
40
North
20

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

2. The employees are transferred from one department to another according to their
efficiency and experience.

3. PROMOTIONS
the employees are promoted from one department to another with more benefits and
greater responsibility based on efficiency and experience.

4. Others are Upgrading and Demotion of present employees according to their performance.

5. Retired and Retrenched employees may also be recruited once again in case of shortage of
qualified personnel or increase in load of work. Recruitment such people save time and
costs of the organizations as the people are already aware of the organizational culture
and the policies and procedures.

6. The dependents and relatives of Deceased employees and Disabled employees are also
done by many companies so that the members of the family do not become dependent on
the mercy of others.

The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of how a business
operates will need shorter periods of training and time for 'fitting in'.

19
 2. The organization is unlikely to be greatly 'disrupted' by someone who is used to working
with others in the organization.

3. Internal promotion acts as an incentive to all staff to work harder within the organization.

4. From the firm's point of view, the strengths and weaknesses of an insider will have been
assessed. There is always a risk attached to employing an outsider who may only be a
success 'on paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms required to get the company
working more effectively

3. Promotion of one person in a company may upset someone else.

External Sources of Recruitment

External recruitment makes it possible to draw upon a wider range of talent, and provides the
opportunity to bring new experience and ideas in to the business. Disadvantages are that it is
more costly and the company may end up with someone who proves to be less effective in
practice than they did on paper and in the interview situation.

There are a number of stages, which can be used to define and set out the nature of particular
jobs for recruitment purposes:

Job Analysis is the process of examining jobs in order to identify the key requirements of each
job. A number of important questions need to be explored: the title of the job to which the
employee is responsible for whom the employee is responsible a simple description of the role
and duties of the employee within the organization.

Job analysis is used in order to:

20
1. Choose employees either from the ranks of your existing staff or from the recruitment of
new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of equipment and
materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks (information which
can be used as evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding out
information from interviewing job holders, or by referring to documents such as training
manuals. Information can be leaned directly from the person carrying out a task and/or
from their supervisory staff. Some large organizations specifically employ 'job analysts'.
In most companies, however, job analysis is expected to be part of the general skills of a
training or personnel officer.

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 SELECTION PROCESS

Selection is the system of functions and devices adopted in a given company to ascertain whether
the candidates’ specifications are matched with the job specifications and requirements or not.
The obvious guiding policy in selection is the intention to choose the individual candidate who
can most successfully perform the job from the pool of qualified candidates.

Selection of personnel to man the organization is a crucial, complex and continuing function.
The ability of an organization to attain its goals effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection program. If right personnel
are selected, the remaining functions of personnel management become easier, the employee
contribution and commitment will be at optimum level and employee-employee relations will be
congenial. If the right person is selected, he is a valuable asset to the organization and if faulty
selection is made, the employee will become a liability to the organization.

Selection Procedure

 JOB ANALYSIS: Job analysis forms the basis for selecting the right candidate. It includes a
detailed study of the positions for which recruitments are to be made, in the form of Job
Description and Job Specification

 HUMAN RESOURCE PLAN: Under this plan estimates are laid for the future requirement of
employees. This forms the basis for the future recruitment function.

 RECRUITMENT: It refers to the process of searching for prospective employees and stimulating
them to apply for jobs in an organization.

 DEVELOPMENT OF BASIS FOR SELECTION: This involves the selection of appropriate

candidates from the applicants’ pool by adopting suitable techniques for screening.

 APPLICATION FORM: This is also known as application blank. This technique is utilized for
securing information from the prospective candidates.

22
 WRITTEN EXAMINATION: Application form is followed by written examination for the short
listed candidates for assessing the candidate’s ability, aptitude, reasoning and knowledge in
various disciplines.

 PRELIMINARY INTERVIEW: Preliminary interview is to solicit necessary information from

the prospective applicants and to assess the applicant’s suitability to the job.

 TEST: Test is essentially an objective and standardized measure of sample of behavior from
which inferences about future behavior and performance of the candidate can be drawn. Tests
can be of following type:

o Aptitude Test: This test measure whether an individual has the capacity or latent
ability to learn a given job if adequate training. Aptitude test can be further
subdivided in to

 Intelligence test

 Emotional test

 Skill test

 Psychometric test

o Achievement Test: These tests are conducted to measure the value of a specific
achievement when an organization wishes to employ experienced candidate.

o Situational Test: This test evaluates a candidate in a real life situation

o Interest Test: These tests are inventories of the likes and the dislikes of the candidate
in relation to the job, work, occupations, hobbies and recreational activities.

o Personality Test: These tests prove deeply to discover clues to an individual’s value
system.

o Multi-Dimensional Testing: Organizations develop such tests in order to find out

whether the candidates possess a variety of skills or not, candidate’s ability to

23
 integrate the multi-skills and potentiality to apply them based on situational and
functional requirement.

 INTERVIEW: In this step, the interviewer matches the information obtained about the candidate
through various means to the job requirements and to the information obtained through his own
observation during the interview. Tests can be of following types:-

o Background information interview

o Job and probing interview

o Stress interview

o Group discussion interview

o Panel interview

o Decision making interview

 MEDICAL EXAMINATION: Certain jobs require certain physical qualities like clear vision,
percept hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. medical
examination reveals whether or not a candidate possesses these qualities.

 REFERENCE CHECK: At this step candidates are required to give the names of references in
their application forms. This is done in order to verify the information provided by the candidate.

 JOB OFFER: After taking the final decision, the organization has to intimate this decision to the
successful as well as unsuccessful candidates. Those selected are offered the job and the
candidate has to communicate his/her acceptance to the offer. He/she can also approach the
organization for the modification of the job letter and in case things are not working out the offer
is rejected by the candidate.

 EMPLOYMENT: The Company may modify the terms and conditions of employment as
requested by the candidate and thereby place them on the job.

24
 AT BHARTI AIRTEL LIMITED

Recruitment is the process of identifying that the organization needs to employ someone up to
the point at which application forms for the post have arrived at the organization. Selection then
consists of the processes involved in choosing from applicants a suitable candidate to fill a post.
Recruiting individuals to fill particular posts within a business can be done either internally by
recruitment within the firm, or externally by recruiting people from outside. The recruitment and
selection process at BHARTI AIRTEL HR Services Private Limited begins with management
determining the exact need of the posts to be filled. There are a number of posts which have to be
filled, for example ASM, SE, SA, FSA, SM, and TL etc. for the different businesses. Then, the
management shortlists the resume of the candidate whose attributes match with the job
description and specification required for the job. The organization get many resumes of
unsolicited applicants on a daily basis which they shortlist according to the qualification and
experience for a particular post. As the candidate visits to submit his resume he is asked to fill in
the first page of Interview Record Sheet as shown in Appendix 1, which he takes along with him
in the interview room.

The recruitment process at BHARTI AIRTEL starts with the enquiry/ walk-in management of
the candidate when he submits his resume, which consists of registration of the candidates and
eligibility verification of the candidate’s name, phone number, age, qualification and experience.
It also consists of taking two references of peers and providing job brief and information
regarding compensation, career progression and expectation setting in the company.

Then, after the formalities, a preliminary interview/ screening is conducted by the personnel of
the HR department who screen and shortlist the candidates on the following attributes:

 Job Understanding
 Willingness to work
 Compensation clarity
 Functional Knowledge Validation
 Energy Level
 Sample sales

25
 CHAPTER-2

REVIEW OF LITERATURE

26
 REVIEW OF LITERATURE

A literature review on recruitment and selection in organizations like Bharti Airtel often
examines existing theories, models, and practices related to human resource management
(HRM). Key themes in the literature include talent acquisition, selection methods, employer
branding, and diversity and inclusion.

Several scholars emphasize the importance of effective recruitment as a precursor to successful

talent acquisition. According to Dessler (2020), a well-structured recruitment process is crucial
for attracting top talent and maintaining a competitive edge. This involves identifying the right
sources for talent, such as job portals, campus recruitment, and employee referrals.

Selection methods are also a major focus in HRM literature. Armstrong and Taylor (2014)
suggest that selection processes should be rigorous yet flexible, integrating multiple assessment
methods like aptitude tests, interviews, and role-play exercises. This comprehensive approach
ensures that candidates are evaluated from various perspectives, improving the chances of a good
fit.

Employer branding plays a significant role in attracting talent. Backhaus and Tikoo (2004) state
that a strong employer brand can enhance a company's reputation and make it an attractive
workplace for potential candidates. This, in turn, can lead to a larger pool of applicants and
higher-quality hires.

Diversity and inclusion are increasingly gaining attention. Research by Roberson (2006)
indicates that organizations with diverse workforces tend to have better innovation and problem-
solving capabilities. Effective recruitment and selection strategies should aim to promote
diversity and inclusion.

Overall, the literature suggests that successful recruitment and selection require a strategic
approach, blending multiple methods and fostering a positive organizational culture.

A deeper exploration into recruitment and selection in organizations like Bharti Airtel considers
additional themes such as technology in recruitment, employee retention, and the impact of
organizational culture on hiring practices.

27
Technological advancements have transformed recruitment. According to Dineen and Allen
(2013), the rise of social media and online platforms has revolutionized how companies attract
and engage candidates. Organizations leverage LinkedIn, Glassdoor, and other platforms to
connect with a wider audience, while Applicant Tracking Systems (ATS) streamline the
application process. Technology-driven recruitment not only reduces administrative burdens but
also enhances the candidate experience by providing transparency and efficiency.

Employee retention is closely linked to the recruitment process. Studies by Mitchell and Lee
(2001) demonstrate that the quality of hires directly affects employee retention rates. If a
company recruits candidates who align with its culture and values, they are more likely to stay
longer and contribute positively to the organization. This underscores the need for a robust
selection process that accurately assesses cultural fit.

Organizational culture plays a critical role in shaping recruitment strategies. Schein (2010)
explains that culture represents a shared set of values and beliefs that influence how
organizations operate. In recruitment, this culture drives decisions about the type of candidates to
attract, the skills and attributes valued, and the onboarding process. Companies with a strong
culture often prioritize candidates who demonstrate cultural fit, recognizing that these individuals
are more likely to integrate successfully into the team.

Furthermore, research into unconscious bias highlights the need for fair and equitable
recruitment practices. According to Bertrand and Mullainathan (2004), unconscious biases can
impact the selection process, leading to discrimination and a lack of diversity. Addressing these
biases through structured interviews and standardized assessments is crucial for ensuring a fair
recruitment process.

The literature also explores the role of employee referrals in recruitment. According to a study by
Brown, Setren, and Topa (2016), employee referrals can lead to better employee performance
and higher retention rates. Referrals often provide a more personalized insight into a candidate's
suitability for the organization, offering an additional layer of screening.

In summary, the literature on recruitment and selection encompasses a broad range of themes,
emphasizing the importance of technology, organizational culture, employee retention, diversity,
and fairness. To remain competitive, organizations like Bharti Airtel must adopt best practices

28
that incorporate these elements into their recruitment strategies, ensuring they attract, select, and
retain top talent.

Recruitment strategies form the cornerstone of talent acquisition. According to Dessler (2020), a
successful recruitment process integrates multiple sources to attract a diverse pool of candidates.
Dessler emphasizes the importance of a strong employer brand and recommends using social
media, job portals, and employee referrals to reach wider audiences.

The selection process involves assessing candidate suitability for specific roles. Armstrong and
Taylor (2014) suggest that comprehensive selection methods, including aptitude tests,
competency-based interviews, and assessment centers, yield better results. They emphasize a
structured approach to ensure fairness and consistency during the selection process.

Backhaus and Tikoo (2004) highlight the role of employer branding in attracting talent. A strong
employer brand, they argue, enhances a company's reputation, making it a preferred destination
for top talent. Employer branding involves promoting organizational culture, values, and
employee benefits to appeal to potential candidates.

The importance of diversity and inclusion in recruitment is a key focus. Roberson (2006)
discusses the positive impact of a diverse workforce, linking it to enhanced innovation and
problem-solving. She suggests that companies with inclusive recruitment practices tend to attract
a broader range of skills and perspectives.

Technology has transformed recruitment processes. Dineen and Allen (2013) explore the impact
of technology on recruitment, noting that social media and Applicant Tracking Systems (ATS)
have made the process more efficient. They recommend leveraging technology to streamline
recruitment and improve the candidate experience.

Employee retention is closely linked to recruitment. Mitchell and Lee (2001) suggest that
recruitment processes that align with organizational culture contribute to higher retention rates.
They argue that a focus on cultural fit during recruitment helps integrate new employees and
reduces turnover.

29
 Chapter-3

CONCEPTUAL
BACKGROUND

30
 CONCEPTUAL BACKGROUND

TELECOM INDUSTRY

The Indian telecommunications industry, which, for long, was characterized by

regulated monopoly enjoyed by the Department of Telecom Industrys (DoT), has
entered the age of deregulated market competition in recent times. The attractiveness
of the Indian market due to its low tele-density, high latent demand and burgeoning
middle class, brought in some of the largest global telecom players, foreign
institutional investors and major Indian industrial houses to invest in telecom,
especially in the cellular services. Mobile phone usage has permeated across various
economic classes as well as professional categories. The rapid change in consumer-
behavior in this sector calls for curiosity and the intent to study at least one important
segment, viz., the youth.

Growth of the Mobile Industry in india

Till early 1990s, India had one of the most backward and stagnant telecom
infrastructure facilities ridden with ineffective government regulations, inadequate
financial resources and unaffordability for the common man. The Center for
Development of Telecom Industrys (C-DoT) had already changed the telecom
services in India for the betterment, in late 1980s by making inter-city customer-
dialling-also known as Subscriber Trunk Dialling or STD-available· to most parts of the
country. However, the sector saw trailblazing growth only since 2001, when mobile
phone usage attained the growth stage.

Mobile phone sector emerged in India in the mid-1990s and has been growing.
The growth has been more visible in the last 3-4 years. Airtel was the forerunner among
mobile service providers, followed by Vodafone , Spice and later Reliance, Tata
Indicom and a host of other small players like Idea, BPL, etc. In fact, the increase in
mobile phone subscribers between 1998 and 2003 was approximately 100%. In the
beginning of 2005, there were 50.7 million mobile users in India 1 (including both GSM
and CDMA users) and this number is expected to grow ~y 20 million in the year 2005-
06. Intense competition in this sector has resulted in a substantial decline in tariffs in
31
case of mobile services and long distance calls in the last two years. On one hand, due
to fall in tariffs, profitability has gone down while on the other, this has led to an
increase in sales due to the growth in mobile subscriber base.

Among the major changes that were responsible for the tremendous growth of the
industry was the drastic reduction in tariffs. The common experience curve effect,
resulting in reduction of average cost per subscriber on one-hand ·and the effect of
competition on the other, facilitated this subscriber-friendly phenomenon. Till the entry
of Reliance Infocom into the cellular market, tariffs were quite high and unaffordable for
the general middle class. However, when Reliance announced its entry in the year 2000
with call rates of Rs. 0.40 per minute compared to about Rs. 3.00 of the other companies
and other attractive schemes such as free national SMS, free incoming calls and free
outgoing calls to Reliance cell phones, the other major Players were forced to cut down
their high tariffs to survive in the industry. The Calling Party Pays (CPP) regime
introduced by mobile operators in response to Reliance's strategy, and making incoming
calls free, resulted in sharp increase in wireless subscribers in 2003. In this period, the
industry witnessed intense price war, highlighting the fact that demand for cellular
services in India is highly price-elastic. Since then, however, the prices have become
increasingly uniform across service providers. As a result, the players had to adopt
different strategies to attract more subscribers, retain the existing ones and differentiate
themselves from their competitors. One of the dominant strategies adopted by most
companies is to offer special short-term schemes in the form of free SMS, free talk time,
lower call-tariff for a particular group of friends, free calls to one number and so on.

Developments in Mobile Technology in India,

At present there are two mobile technologies used in India: Global System for
Mobile Communication (GSM) technology, a type of Time Division Multiple Access
(TDMA) cellular network, and Code Division Multiple Access (CDMA) 2000 IX
technology. However, GSM technology has limitations in offering a range of broadband
services, which CDMA 2000 IX technology that powers WLL can provide. The head
start, which cellular companies had got in wireless, was dissipated once WLL, limited
mobility from the service providers like Reliance and Tata Indicom became fully

32
operational.

There has been an evolutionary change in mobile; communication systems in

every decade. The first-generation (1G) in the 1980s and second-generation (2G)
cellular systems in the' 1990s have been used mainly for voice transmission and to
support circuit-switched services. The 1G systems were based on analog technologies;
however, 2G systems are digital systems such as the GSM CDMA One and PDC. These
systems operate nationwide and internationally, and are today's mainstream systems.
Initiatives such as SMS, WAP, Wi-Fi, Bluetooth i-Mode, etc., based on 2G have
exploited , the data capability of wireless networks to deliver value-added services to
customers. Now, third-generation (3G) systems have emerged and the central theme of
these technologies is the convergence of communication and computing. Other than
voice, 3G supports video telephony, video games, multimedia, net-browsing, network
games, e-mail and downloading, all at a very high data-transfer rate. The migration from
3G to fourth-generation (4G) technology will be a revolution both from technological
and user perspectives. The 4G today is only an evolving concept and there is no real
definition of what it will be. The concept of convergence has already begun with 3G,
and 4G will bring about convergence of communication, computing, broadcasting etc.

Government Rules and Regulations

With the advent of GSM in the 1990s, two mobile licenses were issued per circle.
The licenses were, however, dogged by ineffective government regulations, resulting in
high consumer pricing. In 2001 the deregulation of mobile, fixed-line and long distance
sectors spurred growth and allowed many new players to enter the market.

The regulatory norms introduced by TRAI had a significant impact on the prices
of long distance call charges, reducing them by as much as 80% in just one year. It
reduced the disparity between, tariffs of wire line and wireless services from a factor of
15 to 3. However, the most important catalyst that transformed the Indian telecom
industry was the WLL controversy which began in November, 2000, when TRAI
proposed that Basic Service Operators (BSOs) should be allowed to use cellular
technology. Mobile calling on the WLL licenses was restricted to relevant Short

33
Distance Calling Areas (SDCAs). However, the BSOs exploited a loophole in the
license and offered 'fall mobility services' by using call forwarding and multiple number
registrations. As a result, the GSM-based operators who had paid a significant license
fee ($2.5 bn) contested this decision. This legal battle continued for three years and was
finally resolved when the government introduced Unified Licensing, making cellular
services technology neutral and allowing WLL players to provide full mobility after
payment of an entry fee equal to what the GSM operators had paid. Unified Licensing
reduced the regulatory uncertainty prevailing in the Indian Telecom industry and
provided a Ievel playing field for all the major mobile service providers.

Emergence of Strategic Alliances

The telecom industry in India started out with many small and big players.
However, with falling tariffs and increasing demands, it became difficult for smaller
players to survive. This led to a consolidation in the industry and as of now, there are
only a few major players left in the field. A series of strategic alliances, both formal and
informal, have already been entered in the Indian Telecom Sector by companies who
are either constrained by a shortage of resources, do not have an adequate presence in
all geographical markets or driven by such needs as acquiring know-how, minimizing
risks, gaining critical mass or having access to brand names. For example, Reliance
Infocomm has entered into a technology agreement with Samsung of South Korea to
manufacture CDMA handsets. Tata Teleservices and Hughes Tele.com have entered
into an equity arrangement and have further plans to join hands with Bharti. Under this
arrangement , the three companies will operate in contiguous and complementary circle
with full internal coordination, thus creating a third front in wire line business, capable
of taking on the incumbent public sector BSNL and MTNL (the first front) and
Reliance Infocomm (the second front). In the cellular segment, a three-company
alliance called "Idea Cellular" has come up. It has a large footprint (especially in the
South) and consists of the cellular businesses of the Tatas, Birlas and AT&T.

34
 TELECOM INDUSTRY IN INDIA

India's telecommunication network is the second largest in the world by number of telephone
users (both fixed and mobile phone) with 1.053 billion subscribers as on 31 August 2016. It has
one of the lowest call tariffs in the world enabled by mega telecom operators and hyper-
competition among them. India has the world's second-largest Internet user-base. As on 31
March 2016, there were 342.65 million internet subscribers in the country. Major sectors of the
Indian telecommunication industry are telephone, internet and television broadcast Industry in
the country which is in an ongoing process of transforming into next generation network,
employs an extensive system of modern network elements such as digital telephone
exchanges, mobile switching centres, media gateways and signalling gateways at the core,
interconnected by a wide variety of transmission systems using fibre-optics or Microwave radio
relay networks. The access network, which connects the subscriber to the core, is highly
diversified with different copper-pair, optic-fibre and wireless technologies. DTH, a relatively
new broadcasting technology has attained significant popularity in the Television segment. The
introduction of private FM has given a fillip to the radio broadcasting in India. Telecom Industry
in India has greatly been supported by the INSAT system of the country, one of the largest
domestic satellite systems in the world. India possesses a diversified communications system,
which links all parts of the country by telephone, Internet, radio, television and satellite. Indian
telecom industry underwent a high pace of market liberalisation and growth since the 1990s and
now has become the world's most competitive and one of the fastest growing telecom
markets. The Industry has grown over twenty times in just ten years, from under 37 million
subscribers in the year 2001 to over 846 million subscribers in the year 2011. India has
the world's second-largest mobile phone user base with over 929.37 million users as of May
2012. It has the world's second-largest Internet user-base with over 300 million as of June 2015.

Telecom Industry has supported the socioeconomic development of India and has played a
significant role to narrow down the rural-urban digital divide to some extent. It also has helped to
increase the transparency of governance with the introduction of e-governancein India. The
government has pragmatically used modern telecommunication facilities to deliver mass
education programmes for the rural folk of India.

35
 HISTORY

The beginning

A microwave tower for short distance (~50 km) communication

Telecom Industrys in India began with the introduction of the telegraph. The Indian postal and
telecom sectors are one of the worlds oldest. In 1850, the first experimental electric telegraph
line was started between Calcutta and Diamond Harbour. In 1851, it was opened for the use of
the British East India Company. The Posts and Telegraphs department occupied a small corner
of the Public Works Department, at that time.

The construction of 4,000 miles (6,400 km) of telegraph lines was started in November 1853.
These connected Kolkata (then Calcutta) andPeshawar in the north; Agra, Mumbai (then
Bombay) through Sindwa Ghats, and Chennai (then Madras) in the
south; Ootacamund andBangalore. William O'Shaughnessy, who pioneered the telegraph and
telephone in India, belonged to the Public Works Department, and worked towards the
development of telecom throughout this period. A separate department was opened in 1854 when
telegraph facilities were opened to the public.

36
In 1880, two telephone companies namely The Oriental Telephone Company Ltd. and The
Anglo-Indian Telephone Company Ltd. approached the Government of India to
establish telephone exchange in India. The permission was refused on the grounds that the
establishment of telephones was a Government monopoly and that the Government itself would
undertake the work. In 1881, the Government later reversed its earlier decision and a licence was
granted to the Oriental Telephone Company Limited of England for opening telephone
exchanges at Calcutta, Bombay, Madras and Ahmedabad and the first formal telephone service
was established in the country. On 28 January 1882, Major E. Baring, Member of the Governor
General of India's Council declared open the Telephone Exchanges in Calcutta, Bombay and
Madras. The exchange in Calcutta named the "Central Exchange" had a total of 93 subscribers in
its early stage. Later that year, Bombay also witnessed the opening of a telephone exchange.

Further developments and milestones

 Pre-1902 – Cable telegraph

 1902 – First wireless telegraph station established between Sagar Island and Sandhead.

 1907 – First Central Battery of telephones introduced in Kanpur.

 1913–1914 – First Automatic Exchange installed in Shimla.

 1927 – Radio-telegraph system between the UK and India, with Imperial Wireless
Chain beam stations at Khadki and Daund. Inaugurated by Lord Irwin on 23 July by
exchanging greetings with King George V.

 1933 – Radiotelephone system inaugurated between the UK and India.

 1953 – 12 channel carrier system introduced.

 1960 – First subscriber trunk dialling route commissioned between Lucknow and Kanpur.

 1975 – First PCM system commissioned between Mumbai City and Andheri telephone
exchanges.

 1976 – First digital microwave junction.

37
  1979 – First optical fibre system for local junction commissioned at Pune.

 1980 – First satellite earth station for domestic communications established

at Sikandarabad, U.P..

 1983 – First analogue Stored Programme Control exchange for trunk lines commissioned
at Mumbai.

 1984 – C-DOT established for indigenous development and production

of digital exchanges.

 1995 – First mobile telephone service started on non-commercial basis on 15 August

1995 in Delhi.

 1995 – Internet Introduced in India starting with Laxmi Nagar, Delhi 15 August 1995

Development of Broadcasting: Radio broadcasting was initiated in 1927 but became state
responsibility only in 1930. In 1937 it was given the name All India Radio and since 1957 it has
been called Akashvani. Limited duration of television programming began in 1959, and complete
broadcasting followed in 1965. The Ministry of Information and Broadcasting owned and
maintained the audio-visual apparatus—including the television channel Doordarshan—in the
country prior to the economic reforms of 1991. In 1997, an autonomous body was established in
the name of Prasar Bharti to take care of the public service broadcasting under the Prasar Bharti
Act. All India Radio and Doordarshan, which earlier were working as media units under the
Ministry of I&B became constituents of the body.

Pre-liberalisation statistics: While all the major cities and towns in the country were linked
with telephones during the British period, the total number of telephones in 1948 numbered only
around 80,000. Post independence, growth remained slow because the telephone was seen more
as a status symbol rather than being an instrument of utility. The number of telephones grew
leisurely to 980,000 in 1971, 2.15 million in 1981 and 5.07 million in 1991, the year economic
reforms were initiated in the country.

38
Liberalisation and privatisation

Liberalisation of Indian telecommunication in industry started in 1981 when Prime

Minister Indira Gandhi signed contracts with Alcatel CIT of France to merge with the state
owned Telecom Company (ITI), in an effort to set up 5,000,000 lines per year. But soon the
policy was let down because of political opposition. Attempts to liberalise the
telecommunication industry were continued by the following government under the prime-
minister-ship of Rajiv Gandhi. He invited Sam Pitroda, a US-based Non-resident Indian NRI and
a former Rockwell International executive to set up a Centre for Development of Telematics(C-
DOT) which manufactured electronic telephone exchanges in India for the first time. Sam
Pitroda had a significant role as a consultant and adviser in the development of
telecommunication in India.

In 1985, the Department of Telecom(DoT) was separated from Indian Post & Telecom Industry
Department. DoT was responsible for telecom services in entire country until 1986
when Mahanagar Telephone Nigam Limited (MTNL) and Videsh Sanchar Nigam
Limited (VSNL) were carved out of DoT to run the telecom services of metro
cities(Delhi andMumbai) and international long distance operations respectively.

The demand for telephones was ever increasing and in the 1990s Indian government was under
increasing pressure to open up the telecom sector for private investment as a part
of Liberalisation-Privatisation-Globalisation policies that the government had to accept to
overcome the severe fiscal crisis and resultant balance of payments issue in 1991. Consequently,
private investment in the sector of Value Added Services (VAS) was allowed and cellular
telecom sector were opened up for competition from private investments. It was during this
period that the Narsimha Rao-led government introduced the National Telecom Industrys policy
(NTP) in 1994 which brought changes in the following areas: ownership, service and regulation
of telecommunications infrastructure. The policy introduced the concept of telecommunication
for all and its vision was to expand the telecommunication facilities to all the villages in
India.[23] Liberalisation in the basic telecom sector was also envisaged in this policy. They were
also successful in establishing joint ventures between state owned telecom companies and

39
international players. Foreign firms were eligible to 49% of the total stake. The multi-nationals
were just involved in technology transfer, and not policy making.

During this period, the World Bank and ITU had advised the Indian Government to liberalise
long distance services to release the monopoly of the state owned DoT and VSNL and to enable
competition in the long distance carrier business which would help reduce tariff's and better the
economy of the country. The Rao run government instead liberalised the local services, taking
the opposite political parties into confidence and assuring foreign involvement in the long
distance business after 5 years. The country was divided into 20 telecommunication circles for
basic telephony and 18 circles for mobile services. These circles were divided into category A, B
and C depending on the value of the revenue in each circle. The government threw open the bids
to one private company per circle along with government owned DoT per circle. For cellular
service two service providers were allowed per circle and a 15 years licence was given to each
provider. During all these improvements, the government did face oppositions from ITI, DoT,
MTNL, VSNL and other labour unions, but they managed to keep away from all the hurdles.

In 1997, the government set up TRAI (Telecom Regulatory Authority of India) which reduced
the interference of Government in deciding tariffs and policy making. The political powers
changed in 1999 and the new government under the leadership of Atal Bihari Vajpayee was
more pro-reforms and introduced better liberalisation policies. In 2000, theVajpayee
government constituted the Telecom Disputes Settlement and Appellate Tribunal (TDSAT)
through an amendment of the TRAI Act, 1997. The primary objective of TDSAT's establishment
was to release TRAI from adjudicatory and dispute settlement functions in order to strengthen
the regulatory framework. Any dispute involving parties like licensor, licensee, service provider
and consumers are resolved by TDSAT. Moreover, any direction, order or decision of TRAI can
be challenged by appealing in TDSAT. The government corporatised the operations wing of DoT
on 1 October 2000 and named it as Department of Telecom Industry Services (DTS) which was
later named as Bharat Sanchar Nigam Limited (BSNL). The proposal of raising the stake of
foreign investors from 49% to 74% was rejected by the opposite political parties and leftist
thinkers. Domestic business groups wanted the government to privatise VSNL. Finally in April
2002, the government decided to cut its stake of 53% to 26% in VSNL and to throw it open for
sale to private enterprises. TATA finally took 25% stake in VSNL.

40
This was a gateway to many foreign investors to get entry into the Indian Telecom Markets.
After March 2000, the government became more liberal in making policies and issuing licences
to private operators. The government further reduced licence fees for cellular service providers
and increased the allowable stake to 74% for foreign companies. Because of all these factors, the
service fees finally reduced and the call costs were cut greatly enabling every common middle-
class family in India to afford a cell phone. Nearly 32 million handsets were sold in India. The
data reveals the real potential for growth of the Indian mobile market.[28] Many private operators,
such as Reliance Communications, Jio, Tata Indicom, Vodafone, Loop Mobile, Airtel, Idea etc.,
successfully entered the high potential Indian telecom market.

In March 2008 the total GSM and CDMA mobile subscriber base in the country was 375 million,
which represented a nearly 50% growth when compared with previous year.[29] As the unbranded
Chinese cell phones which do not have International Mobile Equipment Identity (IMEI) numbers
pose a serious security risk to the country, Mobile network operatorstherefore suspended the
usage of around 30 million mobile phones (about 8% of all mobiles in the country) by 30 April.
Phones without valid IMEI cannot be connected to cellular operators. 5–6 years the average
monthly subscribers additions were around 0.05 to 0.1 million only and the total mobile
subscribers base in December 2002 stood at 10.5 millions. However, after a number of proactive
initiatives taken by regulators and licensors, the total number of mobile subscribers has increased
rapidly to over 929 million subscribers as of May 2012.

India has opted for the use of both the GSM (global system for mobile
communications) and CDMA (code-division multiple access) technologies in the mobile sector.
In addition tolandline and mobile phones, some of the companies also provide the WLL service.
The mobile tariffs in India have also become the lowest in the world. A new mobile connection
can be activated with a monthly commitment of US$0.15 only. In 2005 alone additions increased
to around 2 million per month in 2003–04 and 2004–05.

41
 INTERNET IN INDIA

The history of the Internet in India started with launch of services by VSNL on 15 August
1995. They were able to add about 10,000 Internet users within 6 months.[43] However, for the
next 10 years the Internet experience in the country remained less attractive with narrow-band
connections having speeds less than 56 kbit/s (dial-up). In 2004, the government formulated its
broadband policy which defined broadband as "an always-on Internet connection with download
speed of 256 kbit/s or above."[44] From 2005 onward the growth of the broadband sector in the
country accelerated, but remained below the growth estimates of the government and related
agencies due to resource issues in last-mile access which were predominantly wired-line
technologies. This bottleneck was removed in 2010 when the government
auctioned 3G spectrum followed by an equally high-profile auction of 4G spectrum that set the
scene for a competitive and invigorated wireless broadband market. Now Internet access in India
is provided by both public and private companies using a variety of technologies and media
including dial-up (PSTN), xDSL, coaxial cable, Ethernet, FTTH, ISDN, HSDPA (3G), WiFi,
WiMAX, etc. at a wide range of speeds and costs. As per IAMAI India will have the world's
second largest number of Internet users with over 300 million by December 2014.[45]

According to the Internet And Mobile Association of India (IAMAI), the Internet user base in the
country stood at 190 million at the end of June, 2013.[46] As of October, 2013 report, it is over
205 million.[45] The number of broadband subscribers at the end of May 2013 was 15.19 million.
Cumulative Annual Growth rate (CAGR) of broadband during the five-year period between 2005
and 2010 was about 117 per cent.[44] DSL, while holding slightly more than 75% of the local
broadband market, was steadily losing market share to other non-DSL broadband platforms,
especially to wireless broadband.

There were 161 Internet Service Providers (ISPs) offering broadband services in India as of 31
May 2013. The top five ISPs in terms subscriber base were BSNL (9.96 million), Bharti Airtel
(1.40 million), MTNL (1.09 million), Hathway (0.36 million) and You Broadband (0.31
million).[47] Cyber cafes remain the major source of Internet access. In 2009, about 37 per cent of
the users access the Internet from cyber cafes, 30 per cent from an office, and 23 per cent from
home. However, the number of mobile Internet users increased rapidly from 2009 on and there

42
were about 274 million mobile users at the end of September 2010, with a majority using 2G
mobile networks. Mobile Internet subscriptions as reported by the Telecom Regulatory Authority
of India (TRAI) in March 2011 increased to 381 million.

One of the major issues facing the Internet segment in India is the lower average bandwidth of
broadband connections compared to that of developed countries. According to 2007 statistics, the
average download speed in India hovered at about 40 KB per second (256 kbit/s), the minimum
speed set by TRAI, whereas the international average was 5.6 Mbit/s during the same period. In
order to attend this infrastructure issue the government declared 2007 as "the year of
broadband". To compete with international standards of defining broadband speed the Indian
Government has taken the aggressive step of proposing a $13 billion national broadband network
to connect all cities, towns and villages with a population of more than 500 in two phases
targeted for completion by 2012 and 2013. The network was supposed to provide speeds up to 10
Mbit/s in 63 metropolitan areas and 4 Mbit/s in an additional 352 cities. Also, the Internet
penetration rate in India is one of the lowest in the world and only accounts for 8.4% of the
population compared to the rate in OECD counties, where the average is over 50%. Another
issue is the digital divide where growth is biased in favour of urban areas; according to 2010
statistics, more than 75 per cent of the broadband connections in the country are in the top 30
cities. Regulators have tried to boost the growth of broadband in rural areas by promoting higher
investment in rural infrastructure and establishing subsidised tariffs for rural subscribers under
the Universal service obligation scheme of the Indian government.

As of May 2014, the Internet was delivered to India mainly by 9 different undersea fibres,
including SEA-ME-WE 3, Bay of Bengal Gateway and Europe India Gateway, arriving at 5
different landing points.

Net neutrality

Net neutrality in India

As of 2015, India had no laws governing net neutrality and there have been violations of net
neutrality principles by some service providers. While the Telecom Regulatory Authority of
India (TRAI) guidelines for the Unified Access Service license promote net neutrality, they are

43
not enforced. The Information Technology Act, 2000 does not prohibit companies from
throttling their service in accordance with their business interests.[53]

In March 2015, the TRAI released a formal consultation paper on Regulatory Framework for
Over-the-top (OTT) services, seeking comments from the public. The consultation paper was
criticised for being one sided and having confusing statements. It was condemned by various
politicians and internet users. By 18 April 2015, over 800,000 emails had been sent to TRAI
demanding net neutrality.

Regulatory environment

LIRNEasia's Telecom Industrys Regulatory Environment (TRE) index, which summarises

stakeholders' perception on certain TRE dimensions, provides insight into how conducive the
environment is for further development and progress. The most recent survey was conducted in
July 2008 in eight Asian countries, including Bangladesh, India, Indonesia, Sri Lanka, Maldives,
Pakistan, Thailand, and the Philippines. The tool measured seven dimensions: i) market entry; ii)
access to scarce resources; iii) interconnection; iv) tariff regulation; v) anti-competitive practices;
and vi) universal services; vii) quality of service, for the fixed, mobile and broadband sectors.

The results for India, point out to the fact that the stakeholders perceive the TRE to be most
conducive for the mobile sector followed by fixed and then broadband. Other than for Access to
Scarce Resources the fixed sector lags behind the mobile sector. The fixed and mobile sectors
have the highest scores for Tariff Regulation. Market entry also scores well for the mobile sector
as competition is well entrenched with most of the circles with 4–5 mobile service providers. The
broadband sector has the lowest score in the aggregate. The low penetration of broadband of
mere 3.87 against the policy objective of 9 million at then end of 2007 clearly indicates that the
regulatory environment is not very conducive.

In 2013 the home ministry stated that legislation must ensure that law enforcement agencies are
empowered to intercept communications.

Revenue and growth

44
The total revenue in the telecom service sector was ₹867.2 billion (US$12.9 billion) in 2005–06
as against ₹716.74 billion (US$10.7 billion) in 2004–2005, registering a growth of 21% with
estimated revenue of FY'2011 of ₹8.35 billion (US$120 million). The total investment in the
telecom services sector reached ₹2,006 billion (US$29.8 billion) in 2005–06, up from ₹1,788
billion (US$26.6 billion) in the previous fiscal. Telecom Industry is the lifeline of the rapidly
growing Information Technology industry. Internet subscriber base has risen to more than a 121
million in 2011.[67] Out of this 11.47 million were broadband connections. More than a billion
people use the Internet globally. Under the Bharat Nirman, the Government of India will ensure
that 66,822 revenue villages in the country, which have not yet been provided with a Village
Public Telephone (VPT), will be connected. However doubts have been raised about what it
would mean for the poor in the country.

It is difficult to ascertain fully the employment potential of the telecom sector but the enormity of
the opportunities can be gauged from the fact that there were 3.7 million Public Call Offices in
December 2005up from 2.3 million in December 2004.

The Total Revenue of Indian Telecom Services company is likely to exceed ₹2,000
billion (US$30 billion) ( US$44 Bn approx) for FY 11–12 based on FY 10–11 nos and latest
quarterly results. These are consolidated numbers including foreign operation of Bharti Airtel.
The major contributions to this revenue are as follows:

 Airtel ₹65,060 (US$970)

 Reliance Communications ₹31,468 (US$470)
 Idea ₹16,936 (US$250)
 Tata Communications ₹11,931 (US$180)
 MTNL ₹4,380 (US$65)
 TTML ₹2,248 (US$33)
 BSNL ₹32,045 (US$480)
 Vodafone India ₹18,376 (US$270)
 Tata Teleservices ₹9,200 (US$140)
 Aircel ₹7,968 (US$120)

45
 SSTL ₹600 (US$8.90)
 Uninor ₹660 (US$9.80)
 Loop ₹560 (US$8.30)
 Stel ₹60 (89¢ US)
 HFCL ₹204 (US$3.00)
 Videocon Telecom ₹254 (US$3.80)
 DB Etisalat/ Allianz ₹47 (70¢ US)
 Grand Total ₹2,019 billion (US$30 billion)

46
 CHAPTER-4

COMPANY PROFILE

47
 COMPANY PROFILE

Bharti Airtel Limited

Type Public

Traded as BSE: 532454NSE: BHARTIARTL

BSE SENSEX Constituent

ISIN INE397D01024

Industry Telecommunications

Founded 7 July 1995

Founder Sunil Bharti Mittal

Headquarters Bharti Crescent, 1, Nelson Mandela Road, New Delhi,India

Area served India, Sri Lanka, Bangladesh, and Africa

Key people Sunil Bharti Mittal (Chairman and MD)

Products Fixed line and mobile telephony, broadband and fixed-line internet
services,digital television and IPTV

48
Revenue ₹966.021 billion(US$14 billion) (2016)

Operating income ₹341 billion (US$5.1 billion) (2016)

Profit ₹54 billion (US$800 million) (2016)

Total assets ₹2,248 billion (US$33 billion) (2016)

Total equity ₹708 billion (US$11 billion) (2016)

Number of employees 25,400(2016)[2]

Parent Bharti Enterprises (68%)

SingTel (36.27%)

Subsidiaries Airtel India

Airtel Sri Lanka
airtel Africa
Wynk
Robi (25%)

Website www.airtel.com

Bharti Airtel Limited, also known as Airtel, is an Indian

multinational telecommunications services company based in New Delhi, India. It operates in 18
countries across South Asia and Africa, as well as the Channel Islands. Airtel provides 2G, 4G
LTE, 4G+ mobile services, fixed line broadband and voice services depending upon the country
of operation. Airtel had also rolled out its VoLTE technology across all Indian telecom circles. It
is the second largest mobile network operator in India and the third largest mobile network
operator in the world. Airtel was named India's 2nd most valuable brand in the first ever Brandz
ranking by Millward Brown and WPP plc.

49
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, and Nokia Networks whereas IT
support is provided by Amdocs. 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 (1.3¢ US)/minute.

Formerly known as bharti tele-ventures limited (btvl) is among India’s largest mobile phone and
fixed network operators. With more than 28.6 million subscriptions as of September 2006, the
company is one of the world's fastest growing telecom companies. It offers its mobile services
under the airtel brand and is headed by sunil mittal, one of India’s richest men with a total worth
of us$2.6 billion. The company is the only operator to provide mobile services in all the 23
circles in India. The company also provides telephone services and internet access over dsl in 14
circles. The company complements its mobile, broadband & telephone services with national and
international long distance services. The company also has a submarine cable landing station at
Chennai, which connects the submarine cable connecting Chennai and Singapore. The company
provides reliable end-to-end data and enterprise services to the corporate customers by
leveraging its nationwide fibre optic backbone, last mile connectivity in fixed-line and mobile
circles ,vsats, isp and international bandwidth access through the gateways and landing station.
Although bharti airtel is the largest mobile service provider, bsnl, the state run mobile and wire
line service provider is the market leader as of 30 august 2006 customer's base.

Bharti Airtel

Bharti Airtel Limited is a leading global telecommunications company with operations in 18

countries across Asia and Africa. Headquartered in New Delhi, India, the company ranks
amongst the top 3 mobile service providers globally in terms of subscribers. In India, the
company's product offerings include 2G, 3G and 4G wireless services, mobile commerce, fixed
line services, high speed home broadband, DTH, enterprise services including national &

50
international long distance services to carriers. In the rest of the geographies, it offers 2G, 3G,
4G wireless services and mobile commerce. Bharti Airtel had over 403 million customers across
its operations at the end of March 2019.

History

In 1984, Sunil Mittal started assembling push-button phones in India, which he earlier used to
import from a Taiwan company, Kingtel, replacing the old fashioned, bulky rotary phones that
were in use in the country then. Bharti Telecom Limited (BTL) was incorporated and entered
into a technical tie up with Siemens AG of Germany for manufacture of electronic push button
phones. By the early 1990s, Bharti was making fax machines, cordless phones and other telecom
gear. He named his first push-button phones as 'Mitbrau'.

In 1992, he successfully bid for one of the four mobile phone network licences auctioned in
India. One of the conditions for the Delhi cellular license was that the bidder have some
experience as a telecom operator. So, Mittal clinched a deal with the French telecom group
Vivendi. He was one of the first Indian entrepreneurs to identify the mobile telecom business as
a major growth area. His plans were finally approved by the Government in 1994and he
launched services in Delhi in 1995, when Bharti Cellular Limited (BCL) was formed to offer
cellular services under the brand name AirTel. Within a few years Bharti became the first
telecom company to cross the 2 million mobile subscriber mark. Bharti also brought down the
STD/ISD cellular rates in India under brand name 'Indiaone'.

In 1999, Bharti Enterprises acquired control of JT Holdings, and extended cellular operations to
Karnataka and Andhra Pradesh. In 2000, Bharti acquired control of Skycell Communications, in
Chennai. In 2001, the company acquired control of Spice Cell in Calcutta. Bharti Enterprises
went public in 2002, and the company was listed on Bombay Stock Exchange and National
Stock Exchange of India. In 2003, the cellular phone operations were re-branded under the single
Airtel brand. In 2004, Bharti acquired control of Hexacom and entered Rajasthan. In 2005,
Bharti extended its network to Andaman and Nicobar. This expansion allowed it to offer voice
services all across India.

51
Airtel launched "Hello Tunes", a caller ring back tone service (CRBT), in July 2004 becoming
the first operator in India to do so. The Airtel theme song, composed by A.R. Rahman, was the
most popular tune in that year.

In May 2008, it emerged that Airtel was exploring the possibility of buying the MTN Group, a
South Africa-based telecommunications company with coverage in 21 countries in Africa and
the Middle East. The Financial Times reported that Bharti was considering offering US$45
billion for a 100% stake in MTN, which would be the largest overseas acquisition ever by an
Indian firm. However, both sides emphasise the tentative nature of the talks, while The
Economist magazine noted, "If anything, Bharti would be marrying up," as MTN has more
subscribers, higher revenues and broader geographic coverage. However, the talks fell apart as
MTN Group tried to reverse the negotiations by making Bharti almost a subsidiary of the new
company. In May 2009, Bharti Airtel again confirmed that it was in talks with MTN and the
companies agreed to discuss the potential transaction exclusively by 31 July 2009. Talks
eventually ended without agreement, some sources stating that this was due to opposition from
the South African government.

Logo used by Airtel until November 2010

In 2009, Bharti negotiated for its strategic partner Alcatel-Lucent to manage the network
infrastructure for the fixed line business. Later, Bharti Airtel awarded the three-year contract to
Alcatel-Lucent for setting up an Internet Protocol access network across the country. This would
help consumers access internet at faster speed and high quality internet browsing on mobile
handsets.

In 2009, Airtel launched its first international mobile network in Sri Lanka. In June 2010, Bhartil
acquired the African business of Zain Telecom for $10.7 billion making it the largest ever
acquisition by an Indian telecom firm. In 2012, Bharti tied up with Wal-Mart, the US retail giant,
to start a number of retail stores across India. In 2014, Bharti planned to acquire Loop Mobile for
₹7 billion (US$93 million), but the deal was called off later.

On 18 November 2010, Airtel rebranded itself in India in the first phase of a global rebranding
strategy. The company unveiled a new logo with 'airtel' written in lower case. Designed by

52
London-based brand agency, The Brand Union, the new logo is the letter 'a' in lowercase, with
'airtel' written in lowercase under the logo. On 23 November 2010, Airtel's Africa operations
were rebranded to 'airtel'. Sri Lanka followed on 28 November 2010 and on 20 December 2010,
Warid Telecom rebranded to 'airtel' in Bangladesh.

Acquisitions and mergers

MTN Group merger negotiations

In May 2008, it emerged that Airtel was exploring the possibility of buying the MTN Group, a
South Africa-based telecommunications company with operations in 21 countries in Africa and
the Middle East. The Financial Times reported that Bharti was considering offering US$45
billion for a 100% stake in MTN, which would be the largest overseas acquisition ever by an
Indian firm. However, both sides emphasised the tentative nature of the talks. The Economist
magazine noted, "If anything, Bharti would be marrying up", as MTN had more subscribers,
higher revenues and broader geographic coverage. However, the talks fell apart as MTN Group
tried to reverse the negotiations by making Bharti almost a subsidiary of the new company.

In May 2009, Airtel confirmed that it was again in talks with MTN and both companies agreed to
discuss the potential transaction exclusively by 31 July 2009.Airtel said "Bharti Airtel Ltd is
pleased to announce that it has renewed its effort for a significant partnership with MTN
Group".The exclusivity period was extended twice up to 30 September 2009. Talks eventually
ended without agreement.

A solution was proposed where the new company would be listed on two stock exchanges, one
in South Africa and one in India. However, dual-listing of companies is not permitted by Indian
law.

In Jun 2010, Bharti struck a deal to buy Zain's mobile operations in 15 African countries, in
India's second biggest overseas acquisition after Tata Steel's $13 billion buy of Corus in 2007.
Bharti Airtel completed its $10.7 billion acquisition of African operations from Kuwaiti firm on
8 June 2010, making Airtel the world's fifth largest wireless carrier by subscriber base. Airtel has
reported that its revenues for the fourth quarter of 2010 grew by 53% to US$3.2 billion
compared to the previous year, newly acquired Zain Africa division contributed US$911 million

53
to the total. However, net profits dropped by 41% from US$470 million in 2009 to US$291
million 2010 due to a US$188 million increase in radio spectrum charges in India and an
increase of US$106 million in debt interest.

Warid Bangladesh and Robi

Further information: Warid Bangladesh and Robi (company)

In 2010, Warid Telecom sold a majority 70.90% stake in the company to Bharti Airtel for
US$300 million.The Bangladesh Telecommunication Regulatory Commission approved the deal
on 4 January 2010. Bharti Airtel Limited took management control of the company and its board,
and rebranded the company's services under its own "airtel" brand from 20 December 2010.
Warid Telecom sold its remaining 30% share to Bharti Airtel's Singapore-based concern Bharti
Airtel Holdings Pte Limited in March 2013.

On 16 November 2016, airtel Bangladesh was merged into Robi as a product brand of Robi,
where Robi Axiata Limited is the licensee of airtel brand in Bangladesh.[36] Robi is a joint
venture between Malaysian telecom operator Axiata holding 61.82% and Bharti Airtel holding
28.18%.

Telecom Seychelles

On 11 August 2010, Bharti Airtel announced that it would acquire 100% stake in Telecom
Seychelles for US$62 million taking its global presence to 19 countries. Telecom Seychelles
began operations in 1998 and operates 3G, Fixed Line, ship to shore services satellite telephony,
among value added services like VSAT and Gateways for International Traffic across the
Seychelles under the Airtel brand. The company has over 57% share of the mobile market of
Seychelles. Airtel announced plans to invest US$10 million in its fixed and mobile telecoms
network in the Seychelles over three years, whilst also participating in the Seychelles East Africa
submarine cable (SEAS) project. The US$34 million SEAS project is aimed at improving the
Seychelles' global connectivity by building a 2,000 km undersea high-speed link to Dar es
Salaam in Tanzania.

54
Wireless Business Services Private Limited

On 24 May 2012, Airtel announced an agreement to acquire a 49% stake in Wireless Business
Services Private Limited (WBSPL) at an investment of ₹9.07 billion (US$120 million).[40]
WBSPL was a joint venture founded by Qualcomm, and held BWA spectrum in the telecom
circles of Delhi, Haryana, Kerala and Mumbai. Qualcomm had spent US$1 billion to acquire
BWA spectrum in those 4 circles.The deal gave Airtel a 4G presence in 18 circles.[40] On 4 July
2013, Airtel announced that it had acquired an additional 2% equity share capital (making its
stake 51%) in all the four BWA entities of Qualcomm, thereby making them its subsidiaries.[44]
On 18 October 2013, Airtel announced that it had acquired 100 percent equity shares of WBSPL
for an undisclosed sum, making it a wholly owned subsidiary.

Augere Wireless

Airtel purchased Augere Wireless Broadband India Private Limited, a company that owned 4G
spectrum in the Chhattisgarh-Madhya Pradesh circle for an undisclosed sum in December 2015.
The Economic Times estimated Augere's spectrum to be worth ₹1.5 billion (US$20 million). On
16 February 2017, Airtel announced that the merger of Augere Wireless into Bharti Airtel
Limited had been completed.

Telenor India

On 2 January 2017, The Economic Times reported that Airtel had entered into discussions with
Telenor India to acquire the latter. On 23 February 2017, Airtel announced that it had entered
into a definitive agreement to acquire Telenor. As part of the deal, Airtel will acquire Telenor
India's assets and customers in all seven telecom circles that the latter operates in - Andhra
Pradesh, Bihar, Maharashtra, Gujarat, Uttar Pradesh (East), Uttar Pradesh (West) and Assam.
Airtel will gain 43.4 MHz spectrum in the 1800 MHz band from the Telenor acquisition.
Business Standard reported that it was a no-cash deal, but would cost Airtel ₹1,600 crore over a
10-year period due to spectrum licence payments.

Tikona 4G spectrum

55
On 23 March 2017, Economic Times reported that Airtel had acquired Tikona Digital Networks
Pvt. Ltd's 4G spectrum for approximately ₹1,600 crore.[56] The deal also includes Tikona's 350
cellular sites in 5 circles. Tikona had purchased 20 MHz of 4G spectrum in the 2,300 MHz band
in the 2010 auctions in Gujarat, Himachal Pradesh, Uttar Pradesh (East), Uttar Pradesh (West)
and Rajasthan for ₹1,058 crore. Prior to the deal, Airtel did not hold any spectrum in the 2300
MHz band in UP (East), UP (West) and Rajasthan, and held 10 MHz each in Gujarat and
Himachal Pradesh. Tikona's cofounder Rajesh Tiwari sent a legal notice to both companies for
not providing details regarding splitting of proceeds among shareholders.

Tigo Rwanda

Bharti Airtel announced on 12 December 2017 that its Rwandan subsidiary had signed an
agreement with Millicom to acquire complete control of the latter's Rwandan subsidiary which
operates under the brand name of Tigo Rwanda. The deal was estimated to be worth $60-70
million.The company operated as Airtel-Tigo following the merger, until it was rebranded as
Airtel Rwanda in January 2020.

Tata Docomo

In October 2017, Bharti Airtel announced that it would acquire the consumer mobile businesses
of Tata Teleservices, Tata Docomo and Tata Teleservices Maharashtra Ltd (TTML), in a debt-
free cash-free deal. The deal will essentially be free for Airtel which will only incur TTSL's
unpaid spectrum payment liability. TTSL will continue to operate its enterprise, fixed line and
broadband businesses and its stake in tower company Viom Networks. The deal received
approval from the Competition Commission of India (CCI) in mid-November 2017.[66][67] On
29 August 2018, Bharti Airtel, got its shareholders approval for the merger proposal with Tata
Teleservices. On 17 January 2019 NCLT Delhi gave final approval merger between Tata
Docomo and Airtel. On July 1, 2019, The consumer mobile business of Tata Teleservices has
become part of telecom operator Bharti Airtel.

Airtel will absorb the Tata Sons-owned telco's consumer mobile operations in 19 circles across
India — 17 under Tata Teleservices and two under Tata Teleservices (Maharashtra) Ltd. As part
of the proposed agreement, Airtel will also take over a small portion of the unpaid spectrum

56
liability of Tata Teleservices. The Bharti Airtel will get an additional 178.5 MHz of spectrum in
three bands—1800 MHz, 2100 MHz and 850 MHz—that are widely used for 4G, an area where
Airtel is expanding fast to keep pace with Reliance Jio Infocomm. Airtel will also add about 13
million of Tata Tele's mobile subscribers as of April 2019 to its nearly 322 million users. But
most of Tata Tele's mobile users are inactive, as per the regulator.

Airtel India

Bharti Telecom (BTL), is a holding company of Bharti Airtel with Bharti Enterprises and
SingTel owning 50.56 percent and 49.44 percent, respectively, in BTL, which in turn owns 35.80
percent of Bharti Airtel.

Airtel India is the second largest provider of mobile telephony after Jio 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.

Broadband

Airtel provides broadband internet access through DSL, internet leased lines and MPLS
(multiprotocol label switching) solutions[buzzword], as well as IPTV and fixed line telephone
services. Until 18 September 2004, Bharti provided fixed line telephony and broadband services
under the Touchtel brand. Bharti now provides all telecom services including fixed line services
under the common brand airtel. As of June 2019, Airtel provides Telemedia services; in 99 cities.
As on 30 June 2019, Airtel had 2.342 million broadband subscribers.

Airtel Broadband provides broadband and IPTV services. Airtel provides both capped as well as
unlimited download plans. However, Airtel's unlimited plans are subject to free usage policy
(FUP), which reduces speed after the customer crosses a certain data usage limit. In most of the
plans, Airtel provides only 64KByte/second beyond FUP which is equal to other competitors
tariffs. The maximum speed available for home users under the new V-Fiber program is up to
300Mbit/s and with DSL is 16Mbit/s.

57
In May 2012, Airtel Broadband and some other Indian ISPs temporarily blocked file sharing
websites such as vimeo.com, megavideo.com, and thepiratebay.se, without giving any legal
information to customers.

In June 2011 the Economic Times reported that Telemedia Business was merged with Mobile,
DTH and Business in three separate parts respectively.

Digital television

Main article: Airtel digital TV

The Digital television business provides Direct-to-Home (DTH) TV services across India under
the brand name Airtel digital TV. It started services on 9 October 2008 and had about 16.027
million customers at the end of June 2019.

Banking

Main article: Airtel Payments Bank

Airtel Payments Bank was launched in January 2017.

Business

Airtel Business consists largely of six products: cloud and managed services, digital signage,
NLD/ILD connectivity (VSAT / MPLS / IPLC and Ethernet products), Wi-Fi dongles, voice
solutions[buzzword] (like toll free numbers, TracMate, and automated media reading) and
conferencing solutions (VoIP, audio, video, and web conferencing) serving Industry verticals
like BFSI, IT/ITeS, manufacturing, hospitality and government.

Airtel Business, the B2B arm of Bharti Airtel, has rolled out a first of its kind dedicated digital
platform to serve the growing connectivity, communication and collaboration requirements of
emerging businesses, including SMEs and startups. The digital platform will offer solutions to
emerging enterprises to enable ease of business and faster time to market.

Android-based tablet

58
Beetel Teletech Ltd., a unit of Bharti Enterprises Ltd., on 18 August 2011, launched a ₹9,999
(US$130) 7-inch tablet in India based on Google Inc.'s Android operating system. The offering is
intended to capitalise on the expected demand for cheap computing devices in the world's
fastest-growing and second-largest mobile phone market.

Telecom market

The unprecedented growth in the mobile market is, perhaps, the most vivid facet of India’s
economic transformation since the mid 1990s. Mobile technology and services came to India less
than a decade ago. In the early days, a mobile was seen to be a fashion statement for the rich.
Today, it is accepted as a basic communication medium for all socio-economic segments. As the
pioneer and frontrunner, airtel has been instrumental in leading and ushering in the mobile
revolution in India.

The Indian mobile market is, today, amongst the fastest growing and the most competitive in the
world. There were 34.6 million mobile phone subscribers in the country as of April 2004
(source: cellular operators' association of India and association of basic telecom operators). With
approximately seven million subscribers, airtel commands nearly 20% share of the market -
making it the number one brand in the country. Airtel's world class service and innovative
products have enabled it to establish this position of leadership.

India's telecommunication network is the second largest in the world by number of telephone
users (both fixed and mobile phone) with 1179.49 million subscribers as on 31 January 2021.[3]
It has one of the lowest call tariffs in the world enabled by mega telecom operators and hyper-
competition among them. India has the world's second-largest Internet user-base with 747.41
million broadband internet subscribers in the country.

Major sectors of the Indian telecommunication industry are telephone, internet and television
broadcast industry in the country which is in an ongoing process of transforming into next
generation network, employs an extensive system of modern network elements such as digital
telephone exchanges, mobile switching centres, media gateways and signalling gateways at the
core, interconnected by a wide variety of transmission systems using fibre-optics or Microwave
radio relay networks. The access network, which connects the subscriber to the core, is highly

59
diversified with different copper-pair, optic-fibre and wireless technologies. DTH, a relatively
new broadcasting technology has attained significant popularity in the Television segment. The
introduction of private FM has given a fillip to the radio broadcasting in India.
Telecommunication in India has greatly been supported by the INSAT system of the country,
one of the largest domestic satellite systems in the world. India possesses a diversified
communications system, which links all parts of the country by telephone, Internet, radio,
television and satellite.

Indian telecom industry underwent a high pace of market liberalisation and growth since the
1990s and now has become the world's most competitive and one of the fastest growing telecom
markets.

Telecommunication has supported the socioeconomic development of India and has played a
significant role to narrow down the rural-urban digital divide to some extent. It also has helped to
increase the transparency of governance with the introduction of e-governance in India. The
government has pragmatically used modern telecommunication facilities to deliver mass
education programmes for the rural folk of India.

According to London-based telecom trade body GSMA, the telecom sector accounted for 6.5%
of India's GDP in 2015, or about ₹9 lakh crore (US$120 billion), and supported direct
employment for 2.2 million people in the country. GSMA estimates that the Indian telecom
sector will contribute ₹14.5 lakh crore (US$190 billion) to the economy and support 3 million
direct jobs and 2 million indirect jobs by 2020.

Home Services

Bharti Airtel offers fixed-line telephone and broadband services across 93 cities pan-India. Our
product offerings include voice connectivity over fixed-line and high-speed broadband on copper
& fiber with speeds up to 1 Gbps for your homes.

Airtel Business

Bharti Airtel is a leading and most trusted provider of ICT services in India and offers a diverse
portfolio of services to enterprises, governments, carriers and small and medium business. Along

60
with voice, data and video, our services also include network integration, data centers, managed
services, enterprise mobility applications and digital media. We also offer global services in both
voice and data including VAS services like International Toll Free Services and SMS hubbing.

Digital TV Services

We offer both standard and high definition (HD) digital TV services with 3D capabilities and
Dolby surround sound. We currently offer a total of 635 channels including 80 HD channels, 5
international channels and 3 interactive services.

Achievements

The market. An airtel's journey to leadership began in Delhi in 1995. Since then, airtel has
established itself across India in sixteen states covering a population of over 600 million people.
Airtel will soon cover the entire country through a process of acquisitions and green field
projects. With a presence in over 1,400 towns, airtel today has the largest network capacity in the
country.

In the last nine years airtel has achieved many firsts and unique records: it was the first to launch
nationwide roaming operations, it was the first to cross the one million and the five million
customer marks. It was also the first to launch services overseas. There are other 'firsts' credited
to airtel - many of them in the area of innovative products and services. Today, airtel innovates
in almost everything that it presents to. Excellent example is easy charge - India’s first paperless
electronic recharging facility for prepaid customers. As evidence of its fine record, airtel has also
been conferred with numerous awards. It won the prestigious techies award for 'being the best
cellular services provider' for four consecutive years between 1997 and 2000 – a record that is
still unmatched. And in 2003, it received the voice & data award for being 'India’s largest
cellular service provider', amongst others. As part of its continuing expansion, airtel has invested
over rs. 1,065 billion in creating a new telecom infrastructure. In 2003/04, bharti tele-ventures
earned a gross profit of rs. 16 billion on revenues of rs. 50 billion.

Success story of Bharti

61
  Bharti enterprises has successfully focused its strategy on telecom while straddling
diverse fields of business

 It all began as a small industry bharti tele-ventures is today acknowledged as one of

India’s finest companies, and its flagship brand airtel', has over 12 million customers
across India

 Recently, bharti has successfully launched an international venture with el rothschild

group owned elro holdings India ltd., to export fresh agri- products exclusively to
markets in europe and usa

Business divisions

 Mobile services – bharti airtel offers gsm mobile services in all the telecom circles of
India and was the first private telecom service provider to connect all states of India.

 Broadband & telephone services – our broadband (dsl) & telephone services (fixed line)
are present in the 92 cities across India.

 Enterprise services (carriers) – with 35,016 kilometres of optic fibre network we are a
leading national long distance service provider. For international connectivity to east, we
have a submarine cable landing station at Chennai. For international connectivity to the
west, the company is a member of the south east Asia-middle east-western Europe – 4
(sea-me-we-4) consortiums along with 15 other global telecom operators.

 Enterprise services (corporate) – the group focuses on delivering telecommunications

services as an integrated offering including mobile, broadband & telephone, national and
international long distance and data connectivity services to India’s leading 1300
corporate,

Vision

By 2010 airtel will be the most admired brand in India.

 Loved by more customers.

62
  Targeted by top talent

 Benchmarked by more business.

Innovations

We are changing the way India communicates by offering innovations that not only add value to
people's lives but also deliver an unmatched customer experience. We were the first to. Provide
electronic recharge for mobile phones initiate music retailing in the world with ―easy music‖ and
the first to offer a lifetime prepaid service. Provide innovations such as bollywood movie
premiers, music services such as ring back tones & many more.

63
ORGANIZATION CHART

64
 OBJECTIVE OF THE STUDY

To study the basis of appointment

 To study about the recruitment process in Bharti Airtel .

 To study the attrition level and its linkage with recruitment techniques used.

 To identify the sources of recruitment preferred by the company

 To offer suggestions to strengthen the crucial area of Recruitment and Selection at Bharti
Airtel .

 To develop and maintain procedures which will assist in ensuring the appointment of
most suitable candidate.

65
 Chapter-5

RESEARCH
METHODOLOGY

66
 RESEARCH METHODOLOGY

The study seems to be the observation and a description of the project where we try to find out
the hidden aspect or bring out the concept for further explanation, but some scientific method
and techniques classified it as the research, that’s why the following research methods,
techniques and components are used to facilitate the study

Research Design- Descriptive research design

Descriptive research design is a scientific method that is used in this study which helps in
observing and describing the behavior of a subject without influencing it in any way to obtain a
general overview of the subject. This design allows observation without affecting normal
behavior. It is also useful because it is not possible to test and measure the large number of
samples needed for more quantitative types of experimentation These types of experiments are
often used by anthropologists, psychologists and social scientists to observe natural behaviors
without affecting them in any way. It is also used by market researchers to judge the habits of
customers, or by companies wishing to judge the morale of staff.

Though the results from a descriptive research can in no way be used as a definitive answer or to
disapprove a hypothesis but, if the limitations are understood, they can still be a useful tool in
many areas of scientific and normal study research such as this project.

Type of data

In this I have used both of the primary and secondary data .

Primary Data

In primary data we had conducted Personal Interview with the Branch Manager of Mahaveer
Infoway Limited, Hyderabad regarding selection and recruitment process of Bharti Airtel .

Secondary Data

Secondary data was used for this study as the research design is descriptive in nature so we tried
to collect the data available through other sources on the subject. Some times, primary data is
also collected through observation method to facilitate the research work

67
Sources of data

The following sources are used for collecting the data for this study:

 Books

 internet

 Journals

 News papers

 Personal sources

Sampling – judgmental sampling

68
 Chapter-6

DATA ANALYSIS AND

INTERPRETATION

69
 DATA ANALYSIS AND INTERPRETATION

Q1. What is the estimated recruitment timing / process in company?

(i) 6 Month

(ii) 3 Month

(iii) 1 year

(iv) Less than 1 Month

6 month ,
10%

3 month ,
less than 1 30%
month, 60%

1 year, 0%

Interpretation

According to diagram estimated recruitment timing / process in company is less than one month
as shown in figure 60 %

70
Q2. Is CBI (Competency based interview) questions are being adapted at Company in
comparison to traditional method?

(i) Yes

(ii) No

(iii) Can’t Say

Analysis

Yes , 20%

Can't say,
50% No, 30%

Interpretation

According to figure 50% we cannot say that Competency based interview questions are being
adapted at company in comparison to traditional method.

71
Q3. Both technical and behavioral factors are taken into consideration at the time of
recruitment ?

(i) Yes

(ii) No

(iii) Can’t Say

Analysis

Yes,
10%
Can't say,
30%

No, 60%

Interpretation

According to figure , not 60% technical and behavioral factors are taken into consideration at
the time of recruitment.

72
Q4. When application are called for the interview they know that who will be present in the
interview panel and for what duration?

(i) Yes

(ii) No

(iii) Can’t say

Analysis

yes, 0%

Can’t say,
20%

No, 80%

Interpretation

According to 80% employees do not know who will be present in the interview panel and for
what duration.

73
Q5. What is best sources in information of reference check for an employee?

(i) Personal reference

(ii) On the job performance

(iii) HR Office

(iv) Good questioning technique

Analysis

Good
questioning Personal
tefhnique , 30% Reference, 40%

HR Office, 20%

On the job
performance,
10%

Interpretation

According to 40% personal reference is best and remaining 20 and 30 % are margin.

74
Q6. Which recruitment source are being adapted most in company?

(i) Internal resources

(ii) Employee reference

(iii) Head hunting

(iv) Advertising agency

Analysis

Advertising Interest
Agency, 0% resources,
10%

Employee
reference, 20%

Head hunting,
70%

Interpretation

According to 70% head hunting is mostly adopted by company a for recruitment process.

75
Q7. What is the mode of recruitment information received by applicant?

(i) Post

(ii) Electronically

(iii) Both

(iv) None

Analysis

None, 0%

Post, 30%

Both, 50%

Electronically,
20%

Interpretation

According to 50% both Post and Electronically recruitment information received by applicant.

76
Q8. If by post than how many days after you requested the pack being received?

(i) 1 to 2 days

(ii) 2 to 3 days

(iii) Above 3 days

Analysis

Above 2 days,
0%

2 to 3 days, 40%

1 to 2 days, 60%

Interpretation

According to 60% after 1 to 2 days of request the pack has being received.

77
Q9. Is there is professional equity in recruitment and selection policies company?

(i) Yes

(ii) No

(iii) Can’t say

Analysis

Can't say, 30% yes, 40%

No, 30%

Interpretation

According to 40% yes there is professional equity in recruitment and selection policies in
company.

78
Q10. What is the present recruitment hiring ratio?

(i) 1 on 20

(ii) 1 on 5

(iii) 5 on 15

(iv) 6 on 12

Analysis

5 on 15, 20%
1 on 5, 30%

10on 20, 50%

Interpretation

According to 50% present recruitment hiring ratio is 10 on 20.

79
Q11. What is the average joining ratio?

(i) > 50%

(ii) <25%

(iii) >75%

(iv) None

Analysis

None, 0%

> 50%, 30%

>75%, 60%
<25%, 10%

Interpretation

According to 60% average joining ratio is more than 75%.

80
 FINDINGS

 According to diagram estimated recruitment timing / process in Bharti Airtel is less than
one month as shown in figure 60 %
 According to figure 50% we cannot say that Competency based interview questions are
being adapted at Bharti Airtel in comparison to traditional method.
 According to figure , not 60% technical and behavioral factors are taken into
consideration at the time of recruitment.
 According to 80% employees do not know who will be present in the interview panel
and for what duration.
 According to 70% head hunting is mostly adopted by company for recruitment process.
 According to 50% both Post and Electronically recruitment information received by
applicant.
 According to 60% after 1 to 2 days of request the pack has being received.
 According to 40% yes there is professional equity in recruitment and selection policies
in Bharti Airtel .
 According to 50% present recruitment hiring ratio is 10 on 20.
 According to 60% average joining ratio is more than 75%.

81
 RECOMMENDATIONS & SUGGESTIONS

• The company should increase its intake of employees by recruitig from Educational
Institutes more vigorously.
• The company should introduce a mobile recruitment team who can go from places to
places to select the candidates quickly and cost effectively.
• To avoid the drain out of candidates because of less pay, company should give incentives
to the candidate based on the performance every month.
• Company should give appraisal to the candidates in form of promotion or raise in salary
to enhance their performances and company should arrange further workshops for list
performing employees so as to increase their performance level.
• Candidates with working experience in any other export company shouldn’t be drained at
all instead should be hired and given training according to the requirement of the
company process.
• Advertisement is the best source to grab maximum candidates, even though it is
expensive. This one time investment helps to reach maximum candidates. In addition to
this, employee references are the best source to get skilled candidates.
• Jobsites and Online (Consultancies) are the best source to reduce the time and save time
to get candidates.

82
 LIMITATIONs

1. Process consumes a lot of time

Recruitment is a lengthy process, and the recruitment agency might take a lot of time to find the
correct candidates. A recruitment team isn’t helpful when you want a candidate to fill a vacant
position immediately.
2. Communication gap
The only way to communicate with the recruitment team is via emails or telephones. There can
be times where the team doesn’t properly understand what the company wants and finds a wrong
candidate.
On the other hand, the company’s HR department is always there, so they can proactively search
according to the company’s need. They understand the business model in a better way as well.
3. Not practical for temporary hires
Hiring a recruitment team for finding candidates for project work isn’t ideal since the person is
only going to work for a limited time. So, you will only have to bear the load of finding
employees on a temporary basis.
In such circumstances, the cost of operation goes higher than the benefits the company gets on
by making the hire.

 The major limitation of any study is time & money and so goes for my also which is
creating brand image of Bharti Airtel in dustry in India with special reference to
Lucknow city on the customers.

 Had it been more time, I included other Bharti Airtel industries also would have
compared it with Bharti Airtel . The other factor deterred the study was money.

83
 CONCLUSION

This study has focused on the recruitment process Of Bharti Airtel Limited. The study has been
conducted from the employees working for recruitment process inBharti Airtel Limited The
Company s eems to be moving its right lines as far as its recruitment s trategy
is concerned. However a few drawbacks were found and suggestions are recommended for it.
Since the company is at its early stages and since recruitment i s carried out on a mass
scale it becomes important to concentrate on this aspect. With these objectives in
mind, this study has been conducted.

An effective recruitment and selection process reduces turnover, we also get much better results
in our recruitment process if we advertise specific criteria that are relevant to the job. Include all
necessary skills, and include a list of desired skills that are not necessary but that would enhance
the candidate's chances. If we fail to do this, we might end up with a low-quality pool of
candidates and wind up with limited choices to fill the open position. When we choose a
candidate based upon the qualifications demonstrated in the resume, the interview, employment
history and background check, we will land the best fit for the position. Based on our decisions
about a specific candidate upon specific evidence rather than any gut instincts. If we hire people
who can do the job instead of people we merely like, we will have higher productivity and
quality in our products or services The recruitment and selection process is the time we not only
identify a candidate who has the experience and aptitude to do the job that we are looking to fill,
but also to find someone who shares and endorses our company’s core values. The candidate will
need to fit in well within our company’s culture. The selection and recruitment process should
provide our company with an employee who adapts and works well with others in our business.
Failure to recruit and select for the long term can result in high turnover. Besides, selection
function provides a vital opportunity for us to focus on what candidates can offer our company.
It is important to select carefully, either by using our own judgment or by enlisting the help of
managers we trust. The interviewer must know what the job is and what will be required for a
new hire to perform well. The interview process also allows us the opportunity to express our
company’s vision, goals and needs. Last but not least, It is vital that the interview elicits
responses from applicants that can be measured against our expectations for the position.

84
 BIBLIOGRAPHY

BOOKS

 Human resource management by RAO, V.S.P

 Research methodology by KOTHARI C.

PRESS RELEASE

 News papers - business standard

 Monthly magazines

 business world

 Front line

WEBSITE

 www.shuchita.com

 www.hr.ac.in

 www.answer.com

85
 QUESTIONNAIRE

Q1.What is the estimated recruitment timing / process in company?

i. 6 Month
ii. 3 Month
iii. 1 year
iv. Less than 1 Month

Q2. Is CBI (Competency based interview) questions are being adapted at company in
comparison to traditional method?

i. Yes
ii. No
iii. Can’t Say

Q3.Both technical and behavioral factors are taken into consideration at the time of recruitment.

i. Yes
ii. No
iii. Can’t Say

Q4. When application are called for the interview they know that who will be present in the
interview panel and for what duration?

i. Yes
ii. No

Q5. What are best sources in information of reference check for an employee?

i. Personal reference
ii. On the job performance
iii. HR Office
iv. Good questioning technique

86
Q6. Which recruitment source are being adapted most in company

i. Internal resources
ii. Employee reference
iii. Head hunting
iv. Advertising agency

Q7. What is the mode of recruitment information received by applicant?

i. Post
ii. Electronically
iii. Both
iv. None

Q8. If by post than how many days after you requested the pack being received?

i. 1 to 2 days
ii. 2 to 3 days
iii. Above 3 days

Q9. Is there is professional equity in recruitment and selection policies in company ?

i. Yes
ii. No
iii. Can’t say

Q10. What is the present recruitment hiring ratio?

i. 1 on 20
ii. 1 on 5
iii. 5 on 15
iv. 6 on 12

87