AMIT REPORT

INDIAN INSTITUTE OF PLANNING & MANAGEMENT NEW DELHI. SUMMER INTERNSHIP PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS SUBMITTED BY: AMIT RAJ SETHI SECTION:FD1 DURATION: 15-6-2011 TO 13-8-2011 AREA OF INTERNSHIP: HUMAN RESOURCE COMPANY: AIRCEL PLACE: JAMMU AND KASHMIR BATCH: FW-10/12- ISBE ID: D1012FWISBE-A10142-(DEL-1B-DB-2107) ACKNOWLEDGEMENT The joy of ingenuity!!! This is doubtlessly what this project is about. Before getting to brass tacks of things. I would like to add a heartfelt word for the people who have helped me in bringing out the creativeness of this project. To commence with things I would like to take this opportunity to gratefully and humbly thank to Mr. Balbir singh, Project guide, Aircel, Srinagar, for being appreciative enough by giving me an opportunity to undertake this project in Aircel. My parent‟s need special mentions here for their constant support and love in my life. I also thank my friends and well wishers, who have provided their whole hearted support to me in this exercise. I believe that this Endeavor has prepared me for taking up new challenging opportunities in future. Amit Raj Sethi Table of contents Topic Page no. Executive summary 3-4 Chapter 1: Introduction to topic Recruitment and selection Process in aircel Different sources of recruitment and selection in aircel Different recruitment and selection strategies followed by aircel 6-11 12-20 21-29 30-42 Chapter 2 Methodology Research objective Information research Data collection Method of study 43 44 45 45 46 Chapter 3 Introduction to telecom sector History of telecom sector Major players in the sector Market share of each player Challenges opportunity 48 48-49 50-53 53 54-55 Chapter 4 Intoduction to company Mission and vision Products and services Aircel in kashmir Organisation structure 57-60 61 62-65 66-68 69 Chapter 5 Data interpretation and analysis 70-76 Chapter 6 Assesment about the training Findings conclusion chapter 7 Suggestions Questionnaire Biblography 78 -80 80 81 83 84-88 89-90 EXECUTIVE SUMMARY The project of Revamping of Recruitment and Selection processes started with AIRCEL on 15 june2011. The project duration was for 2 months and the project dealt with the defining about the recruitment and selection process in the company. The project report is about Recruitment and Selection process that‟s an important part of any organization. Which is considered as a necessary asset of a company. In fact, Recruitment and Selection gives a home ground to the organization acumen that is needed for proper functioning of the organization. It gives a organizational structure of the company. It‟s a methodology in which the particular organization works and how a new candidate could be recruited in such a way that he/she would be fitted for the right kind of career. The project started with the induction program which provided overview on various aspects of the company. After having an overview as to how the company works I started studying the Recruitment and Selection process in the company. Documents were provided to know about how the whole process was done in the company etc. Based on the understanding, questions were prepared to be asked from employees to analyze their views about the process. Data collection from employees was one of the biggest challenges. In the later part of the project with the help of one-on-one interactions with the designation holders, interview of HR manager of the company and various secondary sources proper analysis and interpretation was done. On the basis of the findings from the analysis, various recommendations were given. Apart from the main project, I was also involved in present training process for the current openings. I also got an opportunity to work in personal department and got the knowledge of various processes under the personal department. Lastly, this project gave an insight about all the intricacies involved in the management of the company. This helped in clearing up many concepts related to Human Resource and its effect on the working of the company CHAPTER - 1 INTRODUCTION: Introduction to the Topic. Recruitment and selection process in Aircel. Different sources of recruitment and selection in Aircel. Different recruitment and selection strategies followed by Aircel. INTRODUCTION 1.1 Human resource management Human Resource plays a crucial role in the development process of the modern economics. “There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviors” Human resource management is the management of employee‟s skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. They are labour management, labour administration, labour management relationship, employee –employer relationship, industrial relationship, human capital management, human assent management etc. Though these terms can be used differently widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. In simple sence, human resource management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements 1.2 Functions of human resource management Administration: Strategic planning, organizational evaluation, County Board relations, policy recommendations, supervision of department staff Benefits: Health insurance, dental insurance, life insurance, disability insurance, retirement benefits, vacation, sick leave, paid holidays, section 125 plan, donor program, educational incentive, uniform allowance, and others. Compensation: Salary and benefit surveys, job evaluation, job descriptions evaluation, job descriptions Employee relations: Disciplinary processes, incident investigations, complaint/grievance procedures, labor-management relations. Employee services: Enrollment in benefits, employee discounts for recreational spots, resolution of enrollment or claim problems, employee newsletter. Educational assistance, employee service awards Fiscal: Staffing budgets, departmental budget, accounts payable, insurance receivables, insurance fund management, total package costing. Insurance receivables, insurance fund management, total package costing. Health and safety: Employee assistance, workers compensation claims, drug testing, safety compliance and training. Leaves of absence: State and/or Federal Family and Medical Leave rights, County approved leaves of absence, rights upon return to work, light duty assignments for temporary periods. Payroll administration: Computer-based or manual evaluation systems, supervisory training, compliance with timeliness standards Performance appraisal: Employee files, litigation files, payroll records, safety records and other administrative files Record-keeping: Job posting, advertising, testing administration, employment interviews, background investigations, post-offer employment testing. Recruitment: Recruitment is defined as a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures fir meet the requirement of the staffing schedule and to employ to employ effective measures for attracting the manpower in adequate numbers to facilitate effective selection of an effective workforce. Selection: After identifying the sources of human resources, searching for prospective employees and stimulation helps too apply for jobs in an organization, the management has to perform the function of selecting the right man at right job and at the right time. Separations and terminations: Rights upon termination of employment, severance benefits, unemployment compensation, exit interviews. Training and development: County-wide needs assessment, development of supervisory and management skills, employee training and workshops. Benefits orientation for new and transferring employees, Supervisory newsletter. Salary and benefits: Salary/wage plans, employee benefits 1.3 Importance of Human Resource Management Attract highly qualified and competent people Ensure that‟s the selected candidate stays longer with the company. Whereas, the poor quality of selection means extra cost on training and supervision. Furtherionmore , when recruitment fails to meet organizational needs for talent, a typically response is to raise entry level pay scales . This can distort traditional wages and salary relationship in organization, resulting in unavoidable consequences. Thus the effectiveness of the recruitment process can play a major role in determining the resources that must be expended on other HR activates and their ultimate success. HUMAN RESOURCE DEPARTMENT AT AIRCEL 1.4 Human resource development This department looks after the needs and Requirement the present employees. This Department includes number of function which are as Follows: Training and Development –it includes technical, soft skills and process related to training Process and policies –it contains all the rule and regulations that need to be followed by the employees. 3: Appraisal and increment- it is in the formal feedback to the employees about their performance and the conduct of work. 4: Induction-involves the information to the new employees about the company, job, departments etc 5: Motivational activities and entertainment- involves motivating the employees to improve their productivity. 6: Roles and responsibilities-that every individual employee needs to fulfil 7: Key Result Area (KRA) –it is the measurement quantifiable of output for the roles of responsibilities. 8: Employee separation-includes resignation and dismissal. 9: Joining formalities- take place when a new employee joins the company. 10: Computerization 12: Helpdesk 13: Employee verification-take place at the time of joining of the new employee. 14: Surveys 15: Project trainees 16: Counselling and grievance handling-both are different as counselling is basically helping out in personal problems whereas, grievances Handling involves the handling of complains that the employees has towards the management. All the above head are included in the human resource development and involves the over all development of individual employees which in turn increases the over all profit of the company. Recruitment Procedure overview RECRUITMENT AND SELECTION PROCESS IN AIRCEL 1.5 Introduction People are integral part of any organization today. No organization can run without its human resources. In today‟s highly complex and competitive situation, choice of right person at the right place at right time has far reaching implications for an organization‟s functioning. An employee well selected and well placed would not only contribute to the efficient running of the organization but also offer significant potential for future replacement. Thus, hiring is an important function. The process of hiring begins with human resource planning (HRP) which helps to determine the number and type of people an organization needs. Job analysis and job design enables to specify the task and duties of jobs and qualification expected from prospective job. HRP, job analysis and job design helps to identify the kind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formative stages of an organization. Employees leave the organization in search of greener pastures, some retire and some die in the saddle. More importantly an enterprises grows, diversifies, take over the other units all necessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to exist. 1.6 Recruitment at Aircel According to Edwin B. Flippo, “Recruitment is the process of searching the candidate for employment and stimulating them to apply for jobs in the organization. (Flippo, 1984)” It is the activity which links the employer and the job seekers. According to Yoder, “Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.” “Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labor upon whom the organization can draw when it needs additional employees.” (Beach, 1975) Thus, we can say that: Recruitment is the activity that links the employers and the job seekers. It is a process of finding and attracting capable applicants for employment. It begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. 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 requisition for a specific vacancy or an anticipated vacancy. 1.7 Purpose and Importance of Recruitment in Aircel. 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. 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 1.8 Aircel guiding principles Recruit the best Accept personal responsibility Build an empowered team Building a shared vision and purpose Leadership Development Reward and Recognition Recruit the best Aircel India has a well-articulated equal opportunity policy, which lays strong emphasis on hiring of individuals irrespective of age, race, caste or gender. As a best practice in recruitment, they deploy identified psychometric tools such as SHL and Belbin and designate ability tests to eliminate any biases in the resourcing process and facilitate hiring of diverse profiles (vis-à-vis gender, background, experience levels and competencies). The focus is on competence-based credentials rather than past experience or length of service. “AIRCEL does not follow a very descriptive hierarchy – you have transparency at each level, unlike most other organizations, where managers and senior management don‟t „look‟ after their subordinates. Here you feel comfortable talking with your seniors” At Aircel they have an Employee Referral Programme, which seeks to encourage employees to be brand ambassadors of the Company and actively contribute to the resourcing process by recommending candidates with relevant competencies and potential, thereby facilitating in strengthening domain expertise within the Organization. They have a robust Campus Programme, which is aimed at hiring students fresh from key B-Schools and providing them with structured inputs and an environment for their personal and professional growth. The Summer Trainee Program is designed to expose people to the vibrancy of a complex and competitive business environment, challenge you intellectually and encourage people to find innovative solutions. They aim at providing a business perspective and Summer Trainees work on live projects, which form the core of our business strategy. Not only do they get the freedom to experiment and make decisions, but also spend quality time with their Project Guide or mentor, who provides them the perspective of the 'bigger picture'. The programme thus gives them a unique opportunity to integrate their classroom learning with the realities of real business, in a live yet safe environment. Accept Personal Responsibility “Apart from professional development, AIRCEL also looks after the personal development of employees” They believe that dealing with diversity is an ongoing phenomenon that facilitates the process for a Company to adapt to and capitalize on today's increasingly complex marketplace. Specific action plans have been formulated to ensure the mandated gender ratio is achieved at the recruitment stage for a new position or through job enhancement/ job rotation opportunities for existing roles. “The organization has tremendous respect for the individual - which it demonstrates by doing what it says” Build an Empowered Team To institutionalize an open and honest environment with shared goals and participative decision-making, they have various open forums, one such initiative being the Town Hall(s). These are conducted on a monthly basis by the Managing Director and designate leadership team members. To share information on celebrations, events and people across locations, a quarterly newsletter „Buzz‟ is circulated to all members of the Aircel team. It features a message from the Managing Director, celebrates achievements and Milestones of individuals and teams and updates employees on new and ongoing initiatives and highlighting news of past and futures events “Employees are not working with AIRCEL, they are living in AIRCEL ” In line with their vision statement and one of Aircel‟s key values - Innovation, the Company introduced the popular „Ideas 4 Aircel‟ scheme. This is an enriching programme in which every member of Aircel has an open invitation to influence any aspect of business by giving suggestions and ideas on how to work smarter and better. Build Shared Vision and Purpose “You feel as if you are part of the system when you are included in all the decisions being made for your function.” As a Company, they encourage self-starters. Given their dynamic environment, one is expected to deliver from day one. Somewhere between adjusting to the new environment and proving their worth they forget to ASK. Ask basic questions About the facilities, infrastructure, processes, key people and dynamics of the Organization etc. Information, which if provided on time can be very useful. This is how the „Buddy Programme‟ was envisaged. Career Management Campus Programme They have a robust Campus Programme, which is aimed at hiring students fresh from key B-Schools and providing them with structured inputs and an environment for their personal and professional growth. The Summer Trainee Programme is designed to expose them to the vibrancy of a complex and competitive business environment, challenge intellectually and encourage them to find innovative solutions. Leadership Development To strengthen entrepreneurial capabilities required to operate in a fiercely competitive and dynamic insurance market environment and plan effective succession planning by building futuristic leadership competencies, various initiatives are taken by the Aircel Reward and recognize performance To build a meritocratic environment, they have implemented a robust value based performance management process wherein they recognize significant contributions made by their employees in an objective and transparent manner and on demonstrated competence levels. Further, they also recognize people who 'walk that extra mile' in living the Aircel values. 1.9 Recruitment techniques in Aircel: Recruitment techniques are the means or media by which the management contactsprospective employees or provides necessary information or exchange of ideasorder to stimulate them to apply for jobs. 1.10 How Recruitment takes place in Aircel The process of recruitment can be divided into following steps: Identification of job vacancy Job Description and person specification Advertise the vacancy Manage the response Short-listing Arranging interview 1.11 Sources of Recruitment The sources of recruitment can be broadly classified into 2 types: Internal sources of recruitment External sources of recruitment (a) Internal Sources of Recruitment 1. Transfers: The employees are transferred from one department to another according to their efficiency and experience. 2. Promotions: The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 3. Upgrading And Demotion: Upgrading and Demotion of present employees according to their performance. 4. Retired And Retrenched Employees: 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. 5. Dependants And Relatives Of Employees: 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. 6. Job Postings: Job vacancy can also be posted on company notice board for finding a suitable candidate from within the organization. Advantages and Disadvantages of Internal Sources Of Recruitment Advantages Disadvantages Motivated employees and Higher morale Employees familiar with the organization Higher probability of success Industrial Peace Relatively inexpensive Training and skill enhancement Overcoming surpluses and shortages Reduced scope for fresh talent. Employees may become lethargic if they are sure of time bound promotions Spirit of competition may be hampered Frequent transfers of employees may reduce the overall productivity of the organization. Political infighting for promotion Table 1: Advantages and Disadvantages of internal sources of recruitment (b) External Sources of Recruitment 1.Press Advertisements: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. 2.Educational Institutes: Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. 3.Placement Agencies: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4.Employment Exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5.Labour Contractors: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs. 6.Unsolicited Applicants: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization. 7.Employee Referrals / Recommendations: Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. 8.Recruitment at factory gate: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. 9.Professional & Trade Assocation‟S: Many associations provide placement service to its members. It consists of compiling job seeker‟s lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. Advantages and Disadvantages of External Sources Of Recruitment Advantages Disadvantages  Qualified Personnel  Wider Choice  Fresh Talent  Competitive Spirit  Dissatisfaction amongst existing staff  Lengthy process (Increased adjustment period)  Costly Process  Uncertain Process Table 2:Advantages and Disadvantages of External Sources Of Recruitment 1.12 Factors Affecting Recruitment The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. Factors Affecting Recruitment at Aircel: Internal External  Recruitment Policy  Human Resource Planning  Size Of The Firm  Cost  Growth And Expansion  Supply & Demand  Labour Market  Employer‟s Brand/ Goodwill  Socio - Political - Legal Environment  Competitors (a ) Internal Factors 1. Recruitment Policy: The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment strategy. It may involve organizational system to be developed for implementing recruitment strategies and procedures by filling up vacancies with best qualified people. The recruitment policies of an organization may be affected by following factors: Organizational Objectives Personnel policies of the organization Government policies on reservation Preferred sources of recruitment Need of the organization Recruitment costs and financial implications 2. Human resource planning: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 3.Size of the firm: The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. 4.Cost: Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. Growth And Expansion: Organization will employ or think of employing more personnel if it is expanding its operations. (b) External Factors 1. Supply And Demand: The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. Labour Market: Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will att ract more than enough applicants. 3. Employer‟s brand/ goodwill: Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. 4. Political-Social- legal environment: Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, if Government introduces legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. it becomes an obligation for the employer. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. 5. Competitors: The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors. 1.13 Recent trends in recruitment in telecom industry Recruitment outsourcing: Recruitment outsourcing has emerged as one of the preferred solution for companies. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services. Poaching/raiding “Buying talent” (rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm. E-Recruitment E- Recruitment is the use of technology to assist the recruitment process. Many big organizations use Internet as a source of E-Recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV‟s in worldwide web, which can be drawn by prospective employees depending upon their requirements. The two kinds of e- recruitment that an organization can use are – Job portals i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization. Creating a complete online recruitment/application section in the company‟s own website. Companies have added an application system to in their website, where the „passive‟ job seekers can submit their resumes into the database of the organization for consideration in future, as and when the roles become available. 1.14 Recruitment Strategies followed at Aircel Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations‟ have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs Requirements keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2. Candidates to target: The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well: Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidate‟s experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc. 3. Sources of recruitment: The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate. 1.15 Selection process at Aircel The selection process is a decision making process. This step consists of a number of activities. A candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent step. Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. The process of selection starts with preliminary interview of candidates and ends with contract of employment. Following are the steps which are generally involved in any selection process: 1.16 Selection process at Aircel: 1. Preliminary Interview The applications received from job seekers are subjected to scrutiny, so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called „courtesy interview‟, is a good public relation exercise. 2.Selection Test Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant‟s ability, aptitude and personality. 3.Interview The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicant‟s acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees. Interviews can be of various types depending upon the setting, number of interviewers, structuring. Some of them are as follows: 1. Non- Directive Interview: Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after your graduation from high school”. The idea is to give the candidate complete freedom to “sell” himself, without the encumbrances of the interviewer‟s question. But the interviewer must be of higher calibre and must guide and relate the information given by the applicant to the objective of the interview. 2. Stress Interview: It is designed to test the candidate and his conduct and behaviour under conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your qualifications and experience are adequate for this position,‟ and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job. This type of interview is borrowed from the Military organisation and this is very useful to test behaviour of individuals when they are faced with disagreeable and trying situations. 3. Panel Interview: A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate. 4. Structured Interview: A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate. 5. Unstructured Interview: It is also known as „Un-patterned‟ interview, the interview is largely unplanned and the interviewee does most of the talking. Unstructured interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Unstructured interview lacks uniformity and worse, this approach may overlook key areas of the applicant‟s skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyse why they are not right for the job. 6. Mixed Interview: In practice, the interviewer while interviewing the job seekers uses a blend of structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base for interview whereas unstructured questions permit greater insights into the unique differences between applicants. 7. Dinner Interview: These interviews may be structured, informal, or socially situated, such as in a restaurant. Decide what to eat quickly, some interviewers will ask you to order first (do not appear indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to abruptly change from friendly chat to direct interview questions, however, do not underestimate the value of casual discussion, some employers place a great value on it. Be prepared to switch gears rapidly, from fun talk to business talk. 8. Telephonic Interview: On many occasions when it is not possible to arrange face to face interview with the candidates, telephonic interviews are used by companies. A candidate should be ready for such interview and can do following preparations. Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes. 4. Reference Test Many employers request names, addresses, and telephone numbers of references for the purpose of verifying the information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labour market is very tight, organisations sometimes hire applicants before checking references. Previous employers, known public figures, university professors, neighbours or friends can act as references. Previous employers are preferable because they are already aware of the applicant‟s performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicant‟s performance just to get rid of the person Organisations normally seek letter of reference or telephone references. The latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech 5.Selection decision After obtaining information through the preceding steps, selection decision (the most critical of all the steps) must be made. The other stages in the selection process are meant for narrowing down the number of the candidates. The final decision has to be made from pool of individuals who pass the tests, interviews and reference checks. The view of the line manager is generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The supervisor is better able to evaluate the applicant's technical capabilities and is in a better position to answer the interviewee's job-related questions. Further, the supervisor's personal commitment to the success of the new employee is higher if the supervisor has played a role in the hiring decision. In fact, in a majority of firms, the supervisor has the authority to make the final hiring decision. In these cases, it is the role of the HR department to do the initial screening and to ensure that hiring does not violate laws such as Human Rights legislation or Labour legislation. This step may or may not be followed be followed by realistic job previews which involves showing the applicant(s) the job site in order to acquaint them with the work setting, commonly used equipment, and prospective co-workers . The realistic job preview is intended to prevent initial job dissatisfaction with a job by presenting a realistic view of the job. Research shows that job turnover is lower when realistic job previews are used. 6. Physical Examination After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer‟s property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired. 7. Job Offer The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. 8. Contract Of Employment After the job offer has been made and the candidate accepts the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: 1. Job title 2. Duties, including a parse such as “The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct”. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5. Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements: Paid holidays per year. Calculation of holiday pay. Qualifying period. Accrual of holidays and holiday pay. Details of holiday year. Dates when holidays can be taken. Maximum holiday that can be take at any one time. Carryover of holiday entitlement. Public holidays. 7. Length of notice due to and from employee. 8. Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it). 10. Work rules (or any reference to them). 11. Arrangements for terminating employment. 12. Arrangements for union membership (if applicable). 13. Special terms relating to rights to patent‟s and designs, confidential information and restraints on trade after termination of employment. 14. Employer‟s right to vary terms of the contract subject to proper notification being given. 9. Review of Hiring Process After completing the hiring, the process ought to be evaluated. Here are some considerations in the evaluation: What about the number of initial applicants? Were there too many applicants? Too few? Does the firm need to think about changing its advertisement and recruiting to get the result desired? What was the nature of the applicants' qualifications? Were the applicants too qualified? Not qualified enough? Perhaps the advertisement needs to be re-worded to attract more appropriate candidates. In this case, using a job description can help. How cost-effective was the advertising? A simple way to measure is to divide the cost (not only in dollars but in your time) by either the number of total applicants or the number of applicants that you considered seriously. Were there questions that needed to be asked but weren't? How well did the interviewers do? One way to determine this is to ask the new employee to critique the interviewing process. Did employment tests support or help the hiring decision? If not, maybe the firm will have to reconsider the kinds of tests it is administering. Further, the evaluation process should help the firm decide if the cost and time involved in the testing is worth it. Would you have come to the same hiring decision without testing? 1.17 Budget Allocated For Recruitment And Selection process In Aircel: The budget for the recruitment and selection process for company will be allottedevery year. Around 25% of the profit is been allotted for the recruitment and selection process as a whole in a year for the company. Since candidates will be recruited every year for other designations also CHAPTER - 2 METHODOLOGIES Research Objective Information Requirement Data collection Research Instrument used Method of study In everyday life human being has to face many problems viz. social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at AIRCEL to find out the “Recruitment and selection process”. 2.1 RESEARCH OBJECTIVE To learn the HR process of the organization To study the recruitment and selection policy’s and procedure To learn the ability to select a recruitment process that will improve the quality of the present and future workforce of the organization and learn the framework around how to achieve recruitment objectives To study the various sources of recruitment followed in AIRCEL. To search or headhunt people whose skill fits into the company‟s values. 2.2 INFORMATION REQUIREMENT Research Type Descriptive Research Data Source Primary Data and Secondary data Research Instrument Questionnaire design and interview Type of Questionnaire Structured Population Date 200 Sample Size 100 Sampling Method Judgmental Contact Method Personal Interview 2.3 DATA COLLECTION: Primary Data: Primary data was collected through survey method by distributing questionnaires to branch manager and other sales manager. The questionnaires were carefully designed by taking into account the parameters of my study. Secondary Data: Data was collected from books, magazines, web sites, going through the records of the organisation, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process. 2.4 METHOD OF STUDY To know about the recruitment and selection process, the best possible methodology for data collection was questionnaire and interview method. I took interviews of around 45 positions in the organization and got questionnaire filled from 100 employees. I carried out an discussion with managers and executives to get the data required . Apart from that I received a lot of details about the positional objective of the employees from senior HR manager and HR executive. The interview conducted was one to one interview while keeping in mind the confidentiality of the matter. CHAPTER - 3 Telecom sector Introduction to the telecom sector History about the sector Major players in the sector Market share of each player Recent trends in the sector Challenges and Opportunities Aircel , Kashmir 3.1 Indian Telecommunication Sector The Indian telecommunication industry is the world's fastest growing industry with 826.93 million mobile phone subscribers as of April 2011. It is also the second largest telecommunication network in the world in terms of number of wireless connections after China. See List of countries by number of mobile phones in use. As the fastest growing telecommunications industry in the world, it is projected that India will have 1.159 billion mobile subscribers by 2013. Furthermore, projections by several leading global consultancies indicate that the total number of subscribers in India will exceed the total subscriber count in the China by 2013. The industry is expected to reach a size of 344,921 crore (US$76.92 billion) by 2012 at a growth rate of over 26 per cent, and generate employment opportunities for about 10 million people during the same period.[10] According to analysts, the sector would create direct employment for 2.8 million people and for 7 million indirectly. In 2008-09 the overall telecom equipments revenue in India stood at 136,833 crore (US$30.51 billion) during the fiscal, as against 115,382 crore (US$25.73 billion) a year before. 3.2 History Telecom in the real sense means the transfer of information between two distant points in space. The popular meaning of telecom always involves electrical signals and as a result, people often exclude postal or any other raw telecommunication methods from its meaning. Therefore, the history of Indian telecom can be started with the introduction of telegraph. 3.3 Milestones And Developments 1902 - First wireless telegraph station established between Sagar Islands and Sandheads. 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 dialing route commissioned between Lucknow and Kanpur. 1975 - First PCM system commissioned between Mumbai City and Andheri telephone exchanges. 1976 - First digital microwave junction introduced. 1979 - First optical fibre system for local junction commissioned at Pune. 1980 - First satellite earth station for domestic communications established at Secunderabad, A.P.. 1983 - First analog Stored Program Control exchange for trunk lines commissioned at Mumbai. 1984 - C-DOT established for indigenous development and production of digital exchanges. 3.4 CLASSIFICATION OF TELECOM SECTOR Fixed line telephony Mobile Telephony Internet Telecom equipments BSNL and MTNL account for 90% revenue for basic services. 25 private companies providing cellular services in 19 telecom circles and 4 metro cities, covering 1500 towns across the country. There is no restriction on the number of internet companies and more than 185 companies are operational. Growth in the telecom equipment market resulted in increasing demand for telecom services. Private sector available in 18 circles and collectively account for 10% of revenue. Presently, there are five private service operators in each area, and an state operator Growing demand of corporate for applications such as electronic commerce, Internet leased lines, ISDN, VPN etc is driving the growth of the internet services market. Key players like BSNL, BHARTI, RELIENCE, TATA, BPL and HUTCHISON will drive equipment market growth. 3.5 MAJOR PLAYERS IN TELECOM SECTOR Service Provider No. of CDMA Subscriber No. of GSM Subscriber RELIANCE 2.7CR TATA 1.07CR AIRTEL 3.37 CR MTNL 24.98 LAKH BSNL 2.44 CR VODAFONE 2.44 CR IDEA 1.3 CR SPICE 25.56 LAKH BPL 10.62 LAKH AIRCEL 48 LAKH 3.6 KEY INDIAN COMPANIES 3.7 MARKET SHARE MAJOR PLAYERS IN TELECOM SECTOR 3.8 Challenges And Opportunities The telecom sector has been one of the fastest growing sectors in the Indian economy in the past 4 years. This has been witnessed due to strong competition that has brought down tariffs as well as simplification of policy environment that has promoted healthy competition among various players.. The mobile sector alone has been growing rapidly and has emerged as the fastest growing market in the whole worlds. Currently of a size nearing 70 million (GSM and CDMA), this sector is expected to reach a size of nearly 200 million subscribers by financial year 2008. The government has eased the rules regarding inter circle and intra circle mergers. This has led to a slew of mergers and acquisitions in the recent past. Also as the sector is moving closer to maturity, further consolidation is a reality and this will lead to the survival of more profitable players in this segment In order to further promote the use of Internet in the country the government is taking proactive steps to develop this sector with the help of the various players in this segment. For this purpose, the use of broadband technology is being mooted and this will go a long way in improving the productivity of the Indian economy as well as turn out to be the next big opportunity for telecom companies after the mobile communications segment Non-voice services and VAS are the gold mines. The big takeoff is expected with the rollout of 3G services in early 2007, once the spectrum issues are sorted out. Internet users base fast reaching near the English speaking population base. Local language and content required for further growth Infrastructure equipment cost is down to a fraction of what prevailed just a few years ago. Operators can plan better expansion plan now Increased viability for the operators to expand to semi-urban and rural markets, hence, accelerate growth further It’s not without reason that India is tipped to be the world’s third-larges economy by 2050! No wonder if it happens much earlier Investors can look to capture the gains of the Indian telecom boom and diversify their operations outside developed economies that are marked by saturated telecom markets and lower GDP growth rates. At a time when global telecom majors are struggling to cope with their losses and the rollout of 3G networks, which has been a non-starter for close to a year now; India, with its telecom success story, represents an attractive and lucrative destination for investment   CHAPTER - 4 Aircel….. Introduction to the company History about the company Mission and vision of the company Product and services Organizational structure 4.1 About aircel Dishnet wireless limited is the name of the parent Company and Aircel is the Brand Name. Profile Type Privately Held Company Size 1001-5000 employees Website http://www.aircel.com Industry Telecommunications Founded 1999 The Aircel group is a joint venture between Maxis Communications Berhad of Malaysia and Sindya Securities & Investments Private Limited, whose current shareholders are the Reddy family of Apollo Hospitals Group of India, with Maxis Communications holding a majority stake of 74%. Aircel commenced operations in 1999 and became the leading mobile operator in Tamil Nadu within 18 months. In December 2003, it launched commercially in Chennai and quickly established itself as a market leader a position it has held since. Aircel began its outward expansion in 2005 and met with unprecedented success in the Eastern frontier circles. It emerged a market leader in Assam and in the North Eastern provinces within 18 months of operations. Till today, the company gained a foothold in 18 circles including Chennai, Tamil Nadu, Assam, North East, Orissa, Bihar, Jammu & Kashmir, Himachal Pradesh, West Bengal, Kolkata, Kerala, Andhra Pradesh, Karnataka, Delhi, UP(West), UP(East), Maharashtra & Goa and Mumbai. The Company has currently gained a momentum in the space of telecom in India post the allocation of additional spectrum by the Department of Telecom, Govt. of India for 13 new circles across India. These include Delhi (Metro), Mumbai (Metro), Andhra Pradesh, Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa, Rajasthan, Punjab, UP (West) and UP (East). Aircel has won many awards and recognitions. Voice and Data gave Aircel the highest rating for overall customer satisfaction and network quality in 2006. Aircel emerged as the top mid-size utility company in Businessworlds List of Best Mid-Size Companies in 2007. Additionally, Tele.net recognised Aircel as the best regional operator in 2008. With over 20 million happy customers in the country, Aircel the fast growing telecom company in India has revved up plans to become a full-fledged national operator by end of 2009. About Aircel Business Solutions Aircel Business Solutions (ABS) (the Business Unit of Dishnet Wireless Limited) is the enterprise division of Aircel, which addresses the telecom requirements of International and Indian markets with an array of industry-leading products and services. As an integrated telecom service provider, ABS leverages its rich pedigree of best-in-class solutions, partnerships and domain expertise to address service providers, enterprises, PSUs, and consumers. Its range of services includes networking, data centers, managed services, collaboration services, SaaS (Software-as-a-Service) and mobility solutions. ABS is the pioneer of data connectivity solutions and it has demonstrated the same by being the first operator in India to launch WiMAX technology. ABS is also a registered member of WiMAX forum – both in the Indian and International Chapters. With a pan India rollout of over dual core optical fiber backbone, over 100 IP MPLS PoPs and leveraging integrated wireline and wireless data solutions, ABS is ideally suited to provide high speed, secure, and reliable managed networking solutions across India. 4.2 VISION,MISSION AND VALUES . QUALITY STATEMENT “we will deliver error free services to our customer by doing our jobs right the first time everytime 4.3 Products & Services Now experience a revolution with Aircel Products. Aircel offers a bouquet of Innovative products that are unique & simple to use with a single minded objective of solving a real problem and addressing the enterprise business needs. Our products are unique in a various ways to keep you one step ahead. We are focused on demonstrating our versatility in creating value to our subscribers through innovative products and services. Premium Internet Services Aircel Business Solutions offers high performance internet bandwidth services for its customers which could be offered over any kind of last mile. In order to meet customer expectations of uptimes and redundancies, Aircel ensures high speed and a redundant backbone. Moreover, with monitoring tools to check, measure and monitor the backbone, Aircel allows its customers to buy the bandwidths as per expectation and deploys the last mile connectivity over Wimax, Fiber or P2P radio. Aircel Business Solutions currently offers the following services to its enterprise Customers. • Premium Internet bandwidth (1:1) • Shared Internet Bandwidth (1:2 and 1:4) • Preferred Route Internet • Data Center Internet MPLS Service Business applications form the most critical element of any enterprise as their performance is directly related to the business revenues. Network is a core enabler and an Enterprise looks for a high performance network that enables them to launch, roll and implement business applications at a speedy rate and with the desired treatment required for respective application. Aircel’s MPLS service guarantees the application performance on its carrier grade core network… Aircel offers MPLS Connectivity in 2 flavors Layer3 MPLS VPN Layer2 MPLS VPN Multicast VPN Smart Stream SmartStream is a multi-function tool working as a gateway between customer’s LAN and internet traffic. It is a complete solution for any organization wanting to manage its Internet Bandwidth and Network security in a very user friendly manner. It provides bandwidth management by incorporating Firewall, Virus Scanning, Anti Spam and Manage Traffic by IP Addresses, Ports, Packages and more. The solution is best suited for networks of Enterprises, Corporate, Institutes, Hotels, ISPs and Cable Operators. NPLC NPLC stands as an acronym for National Private Leased Circuit which essentially means a Point to Point private leased circuit over the domestic infrastructure of Aircel. NPLC Circuit offers highly available, reliable and secure connectivity to enterprises with large communication requirements. NPLC Circuits are delivered to customers on the Aircel’s seamless NLD network having pan India coverage. Aircel’s NPLC network is deployed using state of the art Dense Wavelength Division Multiplexing (DWDM) Technology. Econferencing A video / collaborative conference is a new conference mode in the network age. The features of the conference mode are: using multimedia applications of various contents, real-time usage, remote communication, and low conference cost. These features improve the efficiency and effect of a conference. With the increasing requirements for work efficiency and quality, it is required to set up conference systems in offices, departments, enterprises, and institutions. The eConference meets all these requirements of departments, enterprises, and institutions. It provides audio, video, and data co-operation functions. In a conference, the functions of enabling an e-whiteboard and sharing applications and documents facilitate the communication and discussion among the conference participants. As a result, the conference participants in various locations can enjoy data communication with the effect of being in the same location. A personal computer (PC) client of the EConference and connection to internet is all that is required for EConference. In addition, Fixed Line phones, GSM phones and other IP devices could also be connected to the E Conference system. Faced with the new business challenges, how can enterprises integrate various channels of communication to decrease “operational expenses” and increase “resource utilization”- a must in today’s competitive scenario? How can organization strive to achieve global collaboration in a dynamic environment where travel is becoming more difficult and expensive, employees are more dispersed, and business boundaries are constantly being expended. How can enterprises reduce time to get employees, suppliers and partners up to speed and keep them current? Aircel E Conference provides a perfect solution! All networks and terminals: supports full-service operation. Rich service functions: enhance customer values. Open system architecture: provide flexible service applications. E Conference is a convergent conference solution that integrates multiple conference methods like audio, video, and data collaboration. It is mainly used to convene and manage remote conferences. It can be further extended to areas such as training, presentation, and collaboration. AIRCEL IN KASHMIR:- Dishnet wireless Limited is a leading telecom company in J&K. The head office of Aircel communication in J&K is situated in barzulla bhagat srinagar, . It has been functioning smoothly and about 275 employs are working there. Departments in Dishnet Wireless Limited Head Office, Srinagar Dishnet Wireless limited, Jammu has the following departments:- HR Department Finance Department Marketing Department Technical Department Rollout Department Customer Services Department(VAS) Sales Department AIRCEL – 92.9%are targeting the unsaturated market where no other operator is present. An Aircel official admitted that they have been targeting the interior locations where the mobile connectivity has not been available. In Jammu the post paid services of Aircel was launched in November-05 whereas prepaid services were launched in January-06 In Kashmir the post paid services of Aircel was launched in July-06 whereas prepaid services were launched in January-07. Product Offerings (keeps on changing from time to time) : PREPAID New Subscribers: New Subscribers will need to buy a SUK (Start-Up Kit): Rs. 49, 99, 149, 200, 298 Existing Aircel Subscribers: Existing Aircel Prepaid Subscribers can recharge with Rs.111 and get lifetime validity. However existing Aircel lifetime subscribers will get the tariff benefit automatically. Tariff highlights (keeps on changing from time to time) : Local calls – 0.99 paisa STD Calls – Rs 1.50/minute Aircel gives services to its retailers in 4 forms: Validity Recharge Top ups Value Vouchers Pack POSTPAID Amount has to be paid after using the service. Rs 199 plan, 299 plan, 399 plan, 499 plan, 699 plan ROAMING Service will be available in other states on the same number. 3.3 OUR GOALS AND VALUES:- CUSTOMERS: -Our customers are our most valued assets. We will strive to exceed their expectations at all time by providing them with superior services that embody value, innovation, quality and care. PEOPLE: - Our people are our greatest resources. We will attract, train and retain the best. We will challenge them to develop their full potential in the context of our company goals. INTEGRITY: - We will maintain and strive for the highest levels of personal and professional integrity and honesty in all ours dealings. We will keep our promises. RESPECT: - We will treat with respect and dignity all people we deal with. EXCELLENCE: - We are committed to excellence in all what we do.there will be no place for mediocrity. WORK: - We will promote a work environment that embraces creativity, promotes empowerment, encourages team work, innovation, prudent risk taking, honest and open communication and respectful iconoclasm. Management of Dishnet Wireless Limited Head Office, Kashmir Dishnet Wireless limited, head office Kashmir is managed by the following persons:- Balbeer Singh ( Head of HR department) Sandeep sharma (HR department) M.K Jha (Head of Finance department) Harkirat Bhalla (Head of Marketing department) Ashwani Kumar (Head of Technical department) Chanpreet Singh ( Head of Sales Department) Shameem Mohammed ( Head of VAS) CHAPTER - 5 DATA ANALYSIS AND INTERPRETATION Data Interpretation Finding of Customer Survey DATA ANALYSIS QUESTION: What are the sources for recruitment and selection? ANALYSIS About 75% of the manager say that they prefer both internal as well as external source for recruitment and selection where as only 9% go for internal source and 18% go for external sources Question: Which method do you mostly prefer for recruitment and selection preferred way of recruitment? ANALYSIS About 65% of the mangers go for direct recruitment and selection and 32% go for indirect and only 3 % go for third party recruitment way. Question: When do you prefer to go for manpower planning? ANALYSIS Around 50% of the managers go for Quarterly manpower planning and 20 % do not follow any pattern they don‟t have any fixed time where as 20% go for yearly Question: What are the sources for external recruitment are preferred? ANALYSIS In AIRCEL 34% of manager go for campus interviews, 33% go for data bank, 25% from the casual application that are received and only 8% go for any placement agencies. Question: What form of interview did you prefer? ANALYSIS Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where as only 20% go for video conferencing and rest 10% adopt some other means of interviews Question: How do you rate the HR practices of the company? ANALYSIS 50% of the managers feel that HR department is good where and 30% say that‟s its very good where as 20% says its average and only 10% manager feel it‟s bad. CHAPTER - 6 CONCLUSION: Assement about the Training Conclusion Findings 6.1 Assesement of the Internship Spending about 45 days in AIRCEL- Dishnet Wireless Ltd. has been a great learning for me. This has been a real educative time when I have learned many things about the telecommunication industry, but I cannot deny the fact that this is only the tip of an icebergelecommunication industry, but I cannot deny the fact that this is only the tip of an iceberg. I started my job as HR Trainee. My job profile was to handle RECRUITMENT in my project. The senior sales manager narrated me the whole procedure. My job profile was to generate resumes from the various job sites such as Naukri.com, Timesjobs.com etc. according to the requirements of the company. After generating the resumes from the sites the next step was to shortlist the resume which best suite the requirements. Now the short-listed candidates was to be given a phone call in order to find out their interests and schedule them for interview. There are 2 forms of interview that a candidate can appear for: 1. Personal Interview. 2. Telephonic Interview. I took both type of interviews and could learn more practical ways of recruitment Sometimes an interview was taken on the phone and sometimes it was a personal interview LEARNINGS AND EXPERIENCES 1. On Job Work Experience : Internship with aircel provided a valuable opportunity to have an on job experience and to understand the day to day working of an organization. The on-job experience gained during this internship helped in understanding business environment and to have a feel of organizational behavior. 2. Understanding of Recruitment and Selection: Aircel provided an opportunity of not only learning about the process of recruitment and selection, but also allowed us to do recruitment; during this period I recruited approximately 500 employees under guidance and supervision of senior team members. This helped me in understanding the process and practically applying the concepts learned in class. 3. Insight into Telecom Sector: My stint with Aircel gave me better insight into telecom sector HR practices. It helped me in understanding various challenges being faced by HR department in telecom industry. It helped in understanding various practices being followed in telecom sector for controlling attrition rates, for manpower planning and motivation etc. 4. Understanding of Working Style of Virtual Teams: Opportunity to work with Aircel gave me an opportunity to have a better understanding of working of cross-functional, virtual team. While working with BAR Team we had to co-operate with other teams . This helped me understanding how to ensure clear line of communication within our team and with other teams. 5. Understanding of Effects of Environmental Conditions on Recruitment Efforts: During my internship, I was able to develop a better understanding of effects of environmental or external factors on recruitment effort. The problems faced in our efforts at various locations helped me understanding and appreciating the role of factors like supply and demand of labor, government legislations and demographic factors etc. 6. Leadership style (Decision Making, Level of empowerment): The level of empowerment in this organization is very high. Leaving the lowest level of workers the people are empowered to take decisions on their own regarding their immediate requirements. As almost all the jobs require a specialist for example a person who is on field for activation is empowered to take the decision of which one to use as his knowledge is better that in that field. 6.2 Findings In AIRCEL most of the employees feel that‟s the HR department is good. About 75% of the managers says that they prefer both internal as well as external source for recruitment and selection. About 65% of the mangers go for direct recruitment and selection and less number for mangers prefer indirect or third party. Mostly the manpower planning is done Quarterly and 20 % do not follow any pattern they don‟t have any fixed time. Aircel prefers to go for campus interviews and even casual application that are received for recruitment but they hardly prefer placement agencies. Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where asonly 20% go for video conferencing and rest 10% adopt some other means of interviews 6.3 Conclusion This presents the summary of the study and survey done in relation to the Recruitment and Selection inAircel. The conclusion is drawn from the study and survey of the company regarding the Recruitment and Selection process carried out there. The recruitment process at Aircel to some extent is not done objectively and therefore lot of bias hampers the future of the employees. That is why the search or headhunt of people should be of those whose skill fits into the company‟s values. Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company. Selection process is good but it should also be modified according to the requirements and should job profile so that main objective of selecting the candidate could be achieved. CHAPTER - 7 SUGGESTIONS: Suggestions Limitations Questionnaire Biblography 7.1 SUGGESION Based on my experience and observation during summer internship; I would like to suggest following measures which can help in creating greater efficiency in the process: Manpower requirement for each department in the company is identified well in advance. If the manpower requirement is high and the recruitment team of the HR department alone cannot satisfy it, then help from the placement agencies is needed. Time management is very essential and it should not be ignored at any level of the process.. The recruitment and selection through placement agencies as the last resort and is utilised only when need. The recruitment and selection procedure should not to lengthy and time consuming. The candidates called for interview should be allotted timings and it should not overlap with each other. 7.2 LIMITATIONS OF THE STUDY:- Although full efforts have been made in this study, still because of following limitations a more detailed research is required to reach to the effective conclusion. Senior officers of the company were very busy in their routine schedules and so it was very difficult to get the information regarding the organization. The project has been done only in Kashmir region, therefore the result show the HR position only in Kashmir. Respondents may not have been true in answering various questions and may biased in answering some questions. Some respondents were however not willing to share their views. Sometimes Little In cooperativeness by respondents. 7.3 APPENDICES QUESTIONNAIRE FOR THE RESEARCH 1: When are the resources need and forecasted?  Quarterly  Monthly  Annually  Not fixed 2: How is the resource need forecasted? ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………. 3: How do you rate the recruitment procedure?  Short  Average  Long  Very Long  Cant say 4: What is the process you follow for recruitment and selection? People explain the same in brief? ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………. 5: Which method do you mostly prefer from the following for recruitment and selection?  Direct Method  Indirect Method  Third Party 6: What sources you prefer for recruitment and selection?  Internal sources  External sources  Both 7: What are the sources for internal sourcing among the following -:  Present permanent employees  Present temporary employees  Retrenched / Retired / employees  Deceased / disabled / employees 8: What are the sources for external recruitment among the following  Campus interviews  Placement agencies  Private employment agencies  Public employment agencies  Data bank  Casual applicants  Other, if any please mention ……………………………………………….. 9: Which is the most successful method for recruitment? ………………………………………………………………………………………………… 10: How many rounds of interviews are conducted?  1-3  3-5  More than 5 11: Are you satisfied with round of interviews conducted?  Yes  No  To some extent  Cant say  Any two (then tick those two)  All three 13: Are you satisfied with the interview process?  Yes  No  To some extent 14: If no then what is the reason? And suggest the measures to be taken for improvement? ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… 15: Are you satisfied with the present method being followed by the company for recruitment and selection?  Yes  No 16: If no, what steps would you prefer, to make improvement? ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………. 17: Are the aptitude test conducted? 18: If yes then it is for  Fresher  Executives  Other (specify) ……………………………………………………………………………………………………………………………………………………………………………… 19: Do you conduct any of these test?  Psychometric test  Medical test  Reference test check  Other (specify)  …………………………………………………………………………………………………………………………………………………………………………………………………………………… 20: How do you rate the HR practices of the company?  Very Good  Good 7.3 BIBLOGRAPHY C.B Mamoria and S.V. Gankar (2004), Personal Management Text and Cases. Himalaya Publication. K.Aswahthappa (2001),Human Resource and Personnel Management Human Resource Management, (2005), Dr.P.C. Pardeshi C.B Gupta (2005) http://www.aircel.com Beach, D. S. (1975). Personnel : the management of people at work. New York: Macmillan. 2. Flippo, E. B. (1984). Personnel Management (Sixth Edition ed.). (K. A. Meyer, Ed.) Singapore: Mc Graw- Hill Book Company. 3. Nair, N.G. and Nair, Latha. (2004). Personnel Management and Industrial Relations, S. Chand http://www.managementstudyguide.com/employee-selection-process.htm http://business.mapsofindia.com/sectors/retail.html http://www.naukrihub.com/top-ten-employers/india-retail/ http://www.sathguru.com/Note_on_Industry.pdf http://www.AIRCEL.com/about-us/group-overview.html 17. http://investing.businessweek.com/research/stocks/private/snapshot.asp?privcapId=35933316 18. http://economictimes.indiatimes.com/articleshow/2726034.cms Summer Internship Project Report Page 81