A

PROJECT REPORT ON
“RECRUITMENT AND SELECTION
PROCESS IN AIRTEL”
At

Airtel .

Bhopal, (M.P.)

FOR THE PARTIAL FULFILLMENT OF

“MASTERES IN BUSINESS ADMINISTRATION”
2009-2011

SUBMITTED TO: SUBMITTED BY:

MR. ABC AKSHAY KUMBHARE

M.K.PONDA COLLEGE OF BUSINESS AND
MANAGEMENT
 PREFACE

The research provides an opportunity to a student to demonstrate

knowledge, skill and competencies required during the project. The
training project helps to know the problems in the organization and to
suggest them how to get rid of those problems.

Although I have tried my level best to prepare this report an error free
report every effort has been made to offer the most authenticate
position with accuracy.

The report is divided in to seven chapters. The first part consists of

Introduction to the topic; Second part gives a brief overview about the
organization. The middle part contains the objectives of the project
and methodology used in the project. Fourth Chapter is the most
important part as it contains the analysis of data. Last Part contains
the findings and suggestions.

AKSHAY KUMBHARE
 ACKNOWLEDGEMENT

I take this opportunity to place on record my grateful thanks and sincere gratitude
to all those who gave me valuable advice and inputs for my study. My study could
not have been completed if I had not been able to get the reference materials from
the company.

I express my sincere regards to my guide Mr. ABC for constant

Support and guidance.

Last but not least, I would also like to express my thanks to my family members
who inspired me to put in my best efforts for the research / project report.

AKSHAY
KUMBHARE
 DECLARATION

I hereby declare that, this project title “RECRUITMENT AND

SELECTION PROCESS IN AIRTEL” is a genuine & bonafide project
prepared by me in partial fulfillment of Master Degree in Business
Administration.

The project work is original & conclusions drawn herein are based on
the data collected & analyzed by myself.

To best of my knowledge, this project work has not been submitted by

anyone else in any other institute or university.

Date : AKSHAY KUMBHARE

Place : Bhopal MBA (2nd SEM)
 COMPANY
PROFILE
 BHARTI AIRTEL LIMITED

Type Public (BSE: 532454)

Industry Telecommunications

Founded 7 July 1995

Founder(s) Sunil Bharti Mittal

Headquarters New Delhi, India

Area served Asia & African countries

Key people Sunil Mittal

(Chairman) and (MD)
Sanjay Kapoor
(CEO)

Products Wireless
Telephone
Internet
Satellite television

Revenue ▲ US$ 7.254 billion (2009)

 BHARTI AIRTEL LIMITED

Operating income ▲ US$ 2.043 billion (2009)

Net income ▲ US$ 1.662 billion (2009)

Total assets ▲ US$ 11.853 billion (2009)

Employees 25,543 (2009)

Parent Bharti Enterprises (63.56%)

SingTel (32.04%)
Vodafone (4.4%)

Website Airtel.in

BHARTI AIRTEL LIMITED

Bharti Airtel Limited formerly known as Bharti Tele-Ventures LTD (BTVL) is
an Indian company offering telecommunication services in 18 countries. It the
largest cellular service provider in India, with more than 137 million subscriptions
as of June 2010. Bharti Airtel is the world's third largest, single-country mobile
operator and fifth largest telecom operator in the world in terms of subscriber base.
It also offers fixed line services and broadband services. It offers its telecom
services under theAirtel brand and is headed by Sunil Bharti Mittal. The
company also provides land-line telephone services and broadband Internet access
(DSL) in over 96 cities in India. It also acts as a carrier for national and
international long distance communication services. The company has a submarine
cable landing station at Chennai, which connects the submarine cable
connecting Chennai and Singapore.
It is known for being the first mobile phone company in the world to outsource
everything except marketing and sales and finance. Its network (base stations,
microwave links, etc.) is maintained by Ericsson and Nokia Siemens
Network, business support by IBM and transmission towers by another
company. 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.
This enables the company to provide pan-India phone call rates of Rs. 1/minute
(U$0.02/minute). During the last financial year [2009-10], Bharti has roped in a
strategic partner Alcatel-Lucent to manage the network infrastructure for the
Telemedia Business.
The company is structured into four strategic business units - Mobile, Telemedia,
Enterprise and Digital TV. The mobile business offers services in 18 countries
across the Indian Subcontinent and Africa. The Telemedia business provides
broadband, IPTV and telephone services in 89 Indian cities. The Digital TV
business provides Direct-to-Home TV services across India. The Enterprise
business provides end-to-end telecom solutions to corporate customers and
national and international long distance services to telcos.

BHARTI AIRTEL LIMITED

Globally, Bharti Airtel is the 3rd largest in-country mobile operator by subscriber
base, behind China Mobile and China Unicom. In India, the company has a 30.7%
share of the wireless services market. In January 2010, company announced that
Manoj Kohli, Joint Managing Director and current Chief Executive Officer of
Indian and South Asian operations, will become the Chief Executive Officer of the
International Business Group from 1 April 2010. He will be overseeing Bharti's
overseas business. Current Dy. CEO, Sanjay Kapoor, will replace Manoj Kohli
and will be the CEO, effective from 1 April 2010.

WORLDWIDE PRESENCE
Airtel is the 5th largest mobile operator in the world in terms of subscriber base
and has a commercial presence in 18 countries.
Its area of operations include:

 3 countries in the Indian Subcontinent:

Bangladesh, India and Sri Lanka

 15 countries in Africa:

Burkina Faso, Chad, Democratic Republic of the Congo, Republic of the

Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria,Sierra
Leone, Tanzania, Uganda and Zambia.
Airtel owns 70 % of Warid Telecom in Bangladesh through a joint venture. Bharti
Airtel Limited will take management control of the company and its board, and
will relaunch the company's services under its own Airtel brand. The Bangladesh
Telecommunication Regulatory Commission approved the deal on January 4,
2010.

DIRECTOR’S PROFILE
SUNIL BHARTI MITTAL (born 23 october 1957) is an
indian telecom mogul, philanthropist and the founder,
Chairman and managing director of Bharti enterprises.
The us$7.2 billion turnover company runs India's largest gsm-
based mobile phone service.
He is the son of sat paul (former MP) and lalita.
In 2007, he was awarded the PADMA BHUSHAN, India's third highest
civilian honor.

BHARTI AIRTEL LIMITED

VISION AND PROMISE
By 2010 tel will be the most admired brand in India:

Loved by more customers

Targeted by top talent

Benchmarked by more businesses.

MISSON
Company will meet the mobile communication needs of his customer through
error-free service delivery.

Innovative products and services,

Cost efficiency

Unified messaging solution.

ORGANIZATION STRUCTURE OF AIRTEL
AIRTEL MANAGEMENT TEAM

SUNIL BHARTI MITTAL is the Founder, Chairman and Group CEO of Bharti Enterprises.

SANJAY KAPOOR Chief Executive Officer – Bharti Airtel Ltd. (India & South Asia).

MANOJ KOHLI CEO (International) & Joint MD – Bharti Airtel Ltd.

SHAMINI RAMALINGAM Director internal assurance of bharti airtel limited.

S. ASOKAN Executive director - supply chain

SRIKANTH BALACHANDER Chief financial officer

ATUL BINDAL President – mobileservices

JYOTI PAWAR Director legal and regulatory of bharti airtel limited

JOACHIM HORN Executive director network services group,

KRISHNAMURTHY SHANKAR Director – human resources

AMRITA GANGOTRA Director – it (india & south asia)

LIST OF COUNTRIES IN WHICH AIRTEL OPERATES

AIRTEL OPERATES IN THE FOLLOWING COUNTRIES. AIRTEL IS INTERIMLY KNOWN AS ZAIN IN ITS
NEWLY ACQUIRED AFRICA OPERATIONS AND WILL ASSUME THE AIRTEL BRAND NAME ONLY IN
THE COMING MONTHS.

Country Site Remarks

Warid Telecom International LLC, an Abu Dhabi based consortium,

sold a majority 70% stake in the company to India's Bharti Airtel
Limited for US$300 million.Bharti Airtel Limited will take
management control of the company and its board, and will relaunch
Bangladesh http://www.waridtel.com.bd the company's services under its own Airtel brand. The Bangladesh
Telecommunication Regulatory Commission approved the deal on
January 4, 2010. As of December, 2009 Warid has secured 2.99
million subscribers and is ranked fourth among the six operators of
Bangladesh.

Burkina Airtel in Burkina Faso is the dominant player with 1,433,000

http://www.bf.zain.com
Faso customers representing 50% market share

A pioneer in the Chadian telecom industry, Airtel in Chad is the no. 1

Chad http://www.td.zain.com
operator with 69% market share.

Democratic
Republic of the http://www.cd.zain.com
Congo

The rapidly growing mobile sector in Gabon grew by 16.5 percent

from 2007 to 2008 according to statistics from the Bank of Central
Gabon http://www.ga.zain.com
African States. Airtel in Gabon has 829,000 customers and its market
share stood at 61%.

Ghana http://www.gh.zain.com Airtel in Ghana has over 1 million customers.

India http://www.airtel.in
 Airtel Kenya customers stand at 2,418,000 million with 17% market
Kenya http://www.ke.zain.com
share.

Airtel holds second place in the mobile telecom market in

Madagascar http://www.mg.zain.com Madagascar, has a 39% market share and over 1.4 million customers.

Malawi http://www.mw.zain.com Airtel in Malawi is the market leader with a market share of 72%.

Niger http://www.ne.zain.com Airtel in Niger is the market leader with a 68% market share.

Nigeria http://www.ng.zain.com

Republic of http://www.cg.zain.com Airtel in Congo is the market leader with a 55% market share.
the Congo

Sierra http://www.sl.zain.com
Leone

Sri Lanka http://www.airtel.lk

Tanzania http://www.tz.zain.com Airtel in Tanzania is the market leader with a 38% market share.

Airtel in Uganda stands as the no. 2 operator with a market share of

Uganda http://www.ug.zain.com
38%.

http://www.zm.zain.com
Zambia
SUBSCRIBER BASE IN INDIA
The Airtel subscriber base according to Cellular Operators Association of India (COAI) as of May
2010 [13] was:

Metros

 Chennai - 2,704,067
 Delhi - 6,204,025
 Mumbai - 3,066,905
 Kolkata - 2,821,065

"A" Circle

 Andhra Pradesh - 13,547,616

 Gujarat - 5,760,204
 Karnataka - 13,209,270
 Maharashtra - 6,701,424
 Tamil Nadu - 8,423,702

"B" Circle

 Haryana - 1,554,034
 Kerala - 3,185,876
 Madhya Pradesh - 7,202,200
 Punjab - 4,921,266
 Rajasthan - 10,802,138
 Uttar Pradesh (East) - 9,671,973
 Uttar Pradesh (West) - 4,317,918
 West Bengal - 6,001,669

"C" Circle

 Assam - 2,570,283
 Bihar - 11,652,206
 Himachal Pradesh - 1,346,666
 Jammu and Kashmir - 1,976,568
 North Eastern States - 1,538,853
 Orissa - 4,373,802

ACHIEVEMENTS OF AIRTEL

(1)Airtel is the 5th largest mobile operator in the world.

(2)Presence in 18 countries.

(3)Airtel in telecom,internet,television.

(4)Members of the Bridge Alliance

(5) BSE Sensex companies of India.

(6) S&P CNX Nifty companies of India.

(7)On May 9, 2009 Airtel signed a major deal with Manchester United
Football Club. As a result of the deal, Airtel gets the rights to
broadcast the matches played by the team to its customers.
 (8)Bharti Airtel signed a five-year deal with ESPN Star Sports to become
the title sponsor of the Champions League
Twenty20 crickettournament. The tournament itself is named "Airtel
Champions League Twenty20.

INTRODUCTION
TO
PROJECT
 INTRODUCTION TO PROJECT

RECRUITMENT AND SELECTION

RECRUITMENT
Recruitment is the process concerned with the identification of sources from
where the personnel can be employed and motivating them to offer themselves
for employment.
Werther and Davis have defined this as follows; “Recruitment is the process of
finding and attracting capable applicants for employment. The Process
begins when new recruits are sought and ends when their applicants are
submitted. The result is a pool of applicants from which new employees are
selected.”
Lord has defined, “Recruitment is a form of competition. Just as corporations
compete to develop, manufacture, and market the best product or service, so
they must also compete to identify, attract and hire the most qualified people.
Recruitment is a business, and it is big business.”
Thus, recruitment process is concerned with the identification of possible sources
of human resource supply and tapping those sources.
SELECTION
Selection can be conceptualized in terms of either choosing the fit candidates, or
rejecting the unfit candidates, or a combination of both. Selection involves both
because it picks up the fits and rejects the unfits. In fact, in Indian context, there
are more candidates who are rejected than those who are selected in most of the
selected processes. Therefore, sometimes, it is called a negative process in
contrast to positive program of recruitment.
Stone has given a formal definition; “Selection is the process of differentiating
between applicants in order to identify (and hire) those with a greater
likelihood of success in a job.”
Difference between Recruitment and Selection
At this stage, it is worthwhile to understand difference between recruitment and
selection as both these terms are often used together or sometimes
interchangeably.
Flippo described in the following statement: “Recruitment is a process of
searching for prospective employees and stimulating and encouraging them to
apply for jobs in an organization. It is often termed positive in that it stimulates
people to apply for jobs to increase the hiring ratio, i.e., the number of applicants
for a job. Selection, on the other hand, tends to be negative because it rejects a
good number of those who apply, leaving only the best to be hired.”

GOALS OF RECRUITMENT
· To attract highly qualified individuals.
· To provide an equal opportunity for potential candidates to apply for
vacancies.

GOALS OF SELECTION
· To systematically collect information about to meet the requirements of the
advertised position.
· To select a candidate that will be successful in performing the tasks and
meeting the responsibilities of the position.
· To engage in hiring activities that will result in eliminating the under
utilization of women and minorities in particular departments.
· To emphasize active recruitment of traditionally under represented groups,
i.e. individuals with disabilities, minority group members, women, and
veterans.
SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people

available in the organization or through the selection of people from outside.
Thus, there can be two sources of manpower – external and internal. For all
recruitment, a preliminary question of policy considers the extent to which it will
emphasize external and internal sources.
Vacancies through internal sources can be filled up either through promotion or
transfer; recruiters tend to focus their attention on outside sources. Therefore, the
first problem is to identify outside sources. Normally, following outside sources
are utilized for different positions.

1. Advertisement -: Advertisement is the most effective means to search

potential employees from outside the organization. Employment
advertisement in journals, newspaper, bulletins, etc, is quite common in
our country. An advertisement contains brief statement of the nature of
jobs, the type of people required, and procedure for applying for these job
2. Employment Agencies -: Many organizations get the information
about the prospective candidates through employment agencies. In our
country, two types of agencies are operating: public employment agencies
and private employment agencies.
· Public Employment Agencies: There are employment exchanges run by
the government almost in all districts. The employment seekers get
themselves registered with these agencies. Normally, such exchanges
provide candidates for lower position like semi-skilled and skilled workers,
and lower-level operations like clerks, junior supervisors, etc.
· Private Employment Agencies : There are many consultancy and
employment agencies like ABC consultants, Personnel and productivity
services, etc., which provide employment services particularly for selecting
higher level and middle level executives. These agencies also undertake
total functions personnel on behalf of various organizations. They charge
fees for this purpose.
3. On campus Recruitment -: Many organizations conduct preliminary
search of prospective employees by conducting interviews at the
campuses of various institutes, universities and colleges. This source is
quite useful for selecting people to the posts of management trainees,
technical supervisor, scientist, and technicians. The organizations hold
preliminary interviews on the campus on the predetermined date and
candidates found suitable are called for further interviews at specified.
4. Employee recommendations -: Employee recommendation can be
considered to the lower levels. The idea behind employee
recommendations as a source of potential applicants is that the present
employees may have specific knowledge of the individuals who may be
their friends, relatives, or acquaintances. If the present employees are
reasonably satisfied with their jobs, they communicate these feelings to
many persons in their communities.
5. E – Hiring -: Many organizations conduct preliminary search of
prospective employees through the internet service. There are many job
portals available on internet like Naukri.com, Monster.com etc. Candidates
register their cvs on the different job portals which are searched by the
recruiters who are looking for the candidates. The candidates whose
profiles match with the recruiter’s requirement are contacted through email
or by telephone for further interview process.
6. Gate Hiring -: The concept of gate hiring is to select people who approach
on their own for employment in the organization. Gate hiring is quite useful
and convenient method at the initial stage of the organization when large
number of such people may be required by the organization. It can be
made effective by prompt disposal of applications, by providing
information about the organization’s policy and procedures regarding such
hiring and providing facilities to +such gate callers.
It is not necessary that a particular organization will utilize all sources to
employ people of all types. Some of the sources are more useful for a
particular category of employees. For example, advertisement and e-hiring
are more useful for employing managerial personnel.
SELECTION PROCESS
A selection process involves a number of steps. The basic idea is to solicit
maximum possible information about the candidates to ascertain their
suitability for employment. Since the type of information required for
various positions may vary, it is possible that selection process may have
different steps for various positions. For example, more information is
required for the selection of managerial personnel as compared to
workers. A standard selection process has the following steps:

1. Screening of Applications -: Prospective employees have to fill up

some sort of application forms. These forms have variety of information
about the applicants like their personal bio-data, achievements,
experience, etc. Such information is used to screen the applicants who are
found to be qualified for the consideration of employment. Based on the
screening of applications, only those candidates are called for further
process of selection who are found to be meeting the job standards of the
organization.
2. Selection Tests -: Many organizations hold different kinds of selection
tests to know more about the candidates or to reject the candidates who
cannot be called for interview, etc. Selection tests normally supplement
the information provided in the application forms. Such forms may contain
factual information about candidates. Selection tests may give information
about their aptitude, interest, personality, etc., which cannot be known by
application forms. Types of selection tests areas follows: Achievement
test, Intelligence test, Personality test, Aptitude test, Interest test.
3. Interview -: Selection tests are normally followed by personnel interview
of the candidates. The basic idea here is to find out overall suitability of
candidates for the jobs. It also provides opportunity to give relevant
information about the organization to the candidates. In many cases,
interview of preliminary nature can be conducted before the selection the
selection tests. For example, in the case of campus selection, preliminary
interview is held for short listing the candidate’s process of selection.
4. Checking of References -: Many organizations ask the candidate to
provide the names from whom more information about the candidates can
be solicited. Such information may be related to character, working, etc.
The usual referees may be previous employers, persons associated with
the educational institutions from where the candidates have received
education, or other persons of prominence who may be aware of the
candidate’s behavior and ability.
5. Physical Examination -: Physical examination is carried out to ascertain
the physical standards and fitness of prospective employees. The practice
of physical examination varies a great deal both in terms of coverage and
timings. Some organizations only have general check up of applicants to
find out the major physical problems which may come in the way of
effective discharge of duties. In the context of timings also, some
organizations locate the physical examination near the end of the
selection process, others place it relatively early in the process. This latter
course is generally followed when there is high demand for physical
fitness.
6. Approval by appropriate Authority -: On the basis of the above steps,
suitable candidates are recommended for selection by the selection
committee or personnel department. Organizations may designate the
various authorities for approval of final selection of candidates for different
categories of candidates, Thus, for top level managers, Board of directors
may be approving authority; for lower levels, even functional heads
concerned may be approving authority. When the approval is received, the
candidates are informed about their selection and asked to report for duty
to specified persons.
7. Placement -: After all the formalities are completed, the candidates are
placed on their jobs initially on probation period may range from three
months to two years. During this period, they are observed keenly, and
when they complete this period successfully, they become the permanent
employees of the organization.

INTERVIEW
· Interview is selection technique that enables the interviewer to view the
total individual and to appraise him and his behavior. It consists of
interaction between interviewer and applicant. If handled properly, it can
be a powerful technique in achieving accurate information and getting
access to material otherwise unavailable. However, if the interview is not
handled properly, it can be a source of bias, restricting or distorting the
flow of communication. Interview is the most widely used selection
technique because of its easiness.
There can be several types of interviews:
· Preliminary interview is held to find out whether the candidate is required
to be interviewed in more detail.
· Stress interview is directed to create situations of stress to find out
whether the applicant can perform well in a condition of stress.
· Patterned interview is structured and questions asked are decided in
advance. This is done to maintain uniformity in different boards of
interviewers.
· Depth interview, also known as non-directive interviewer, covers the
complete life history of the applicants and includes such areas as the
candidate’s work experience, academic qualifications, health, interests,
hobbies, etc. This method is informal, conversational with freedom of
expression to the candidate

PRINCIPLES OF INTERVIEWING
Interview is the most frequently used technique for selection. However, it can
give better results only when it is conducted properly. Following points can be
taken into consideration to make an interview more effective:
· There should be proper planning before holding the interview, what way it
will be conducted, on what basis the candidate is to be evaluated, and
how much weight-age will be given to interview in the total selection
process. Preparation on these lines avoids ambiguity and confusion in
interviewing.
· There should be proper setting for conducting interview. The setting is
required both of physical and mental nature. The physical setting for the
interview should be comfortable and free from any physical disturbance.
The mental setting should be one of rapport between interviewer and the
candidate.
· When the candidate feels at ease, the interview may be started. At this
stage, the interview obtains the desired information and may provide the
information sought by the candidate. The interviewer should ask questions
in a manner that encourages the candidate to talk. He should listen to
carefully when the candidate is furnishing the information. This gives an
impression to the candidate that the interviewer is quite serious about him
and he will do his best.
· The interview of the candidate should close with pleasant remarks. If
possible, the interviewer should give an induction about the likely end of
interview. Saying ‘thanks’, ‘good wishes’ or similar things carries much
better impression about the interviewer.
· Immediately after the interview is over, the interviewer should make an
evaluation of the candidate. At this stage, the things are quite fresh mind.
He can give remarks about the characteristics of the candidate or give
grade or mark as the case may be. This will help the interviewer to make a
comparative evaluation of all candidates easily.

PLACEMENT AND INDUCTION

After a candidate is selected for employment, he is placed on the job. Initially,
the placement may be probation, the period of which may range from six
months to two years. After successful completion of the probation period, the
candidate may be offered permanent employment.
After the initial placement of the candidate on the job, his induction is
necessary. Induction is a technique by which a new employee is rehabilitated
into the changed surroundings and introduced to the purposes, policies and
practices of the organization, employee’s job and working conditions, salary,
perks, etc. In other words, it is the process of introducing the employee to the
organization and vice versa. Induction is required because of following
reasons:
1. When a new employee joins an organization, he is a stranger to the
organization and vice versa. He may feel insecure, shy, and nervous in
the strange situation. He may have anxiety because of lack of
adequate information about the job, work procedures, organizational
policies and practices, etc. In such a case, induction is needed through
which relevant information can be provided; he is introduced to old
employees and to work procedures. All these may develop confidence
in the candidate and he may start developing positive thinking about
the organization.
2. Effective induction can minimize the impact of reality shock some new
employees may undergo. Often, freshers join the organization with
very high expectations which may be far beyond the reality. When they
come across with reality, they often feel shocked. By proper induction,
the new comers can be made to understand the reality of the situation.
Every organization has some sort of induction program either formally or
informally. In large organizations where there are well-developed personnel
functions, often induction programmes are undertaken on formal basis,
usually through the personnel department. In smaller organizations, this may
be done by the immediate superior of the employees.

OBJECTIVES OF STUDY :

1. To learn the HR process of the organization

2. To study the recruitment policy’s and procedure

3. To learn the ability to select a recruitment model that will improve the

quality of the present and future workforce of the organization

4. To learn the framework around how to achieve recruitment objectives

5. SWOT Analysis of Bharti Airtel

HR PRACTICES IN AIRTEL- OVERVIEW

Introduction: The project discusses “HR Practices in Airtel”. HR helps the

organization to manage its human assets more strategically so that it can attain
higher levels of performance and greater profitability. The HR manager assists
employees in finding ways to increase productivity and to reinforce the
organization's core competencies by teaching skills that contribute to
organizational growth. Additionally, HR works to develop an environment that
encourages affiliation, responsibility and commitment.

Human Resource management functions:

- Analyses jobs and skills needed in the organization.
- Assesses, develops and implements policies, procedures and systems.
- Recruits and selects workers
- Appraises performance.
- Rewards workers through the implementation of compensation systems.
Designs and delivers training, development and educational programs for
employees to provide the organization with the skilled resources it needs….
BHARTI AIRTEL RECRUITMENT PROCESS

Executive Summary

The objective of Recruitment is to ensure precisely channeled selection of

resources, to enable achievement of the company’s business goals.

Project Report primarily deals with the study of recruitment process in Bharti
Airtel Services limited..
Methodology
Research Methodology
Survey Method was used for the study and research.
Primary Data : Data was collected through questionnaire filled by the
employees of BASL.
Secondary Data : Data was obtained within the organization these included
records maintained by BASL. Discussion with project guide and employers of
BASL.

(1)In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR
& HODs at the end of financial year.

(2)The concerned manager of a vacant position requests for manpower through

Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower
requirement is approved it is forwarded to recruitment manager.

(3)Then the sourcing of CVs is done, through various methods. Then the initial
screening, if the candidate is selected then he is supposed to fill JAF , and then get
the JAF form and mark the date of functional Interview .

Short listing of CV’s as per requirement and then the candidates are called for the
interviews. Then the candidate’s initial screening is done i.e. qualification of
candidate is matched with the requirement. JAF is made to fill by the candidate.
Then comes the functional interview round which is taken by the functional
manager. If he qualifies functional interview round then the candidate goes for the
salary negotiation, which is done by the HR. At last the offer letter is issued to the
selected candidate.
DATA ANALYSIS
AND
FINDINGS
Major Facts and Findings

1. In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-
HR & HODs at the end of financial year.
2. The concerned manager of a vacant position requests for manpower through
Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower
requirement is approved it is forwarded to recruitment manager.
3. The sourcing of CVs is done, through various methods. Then the initial
screening, if the candidate is selected then he is supposed to fill JAF , and then get
the JAF form and mark the date of functional Interview .
Limitation
Bias answers may be given by the employees who were asked to fill the
questionnaire.

Facts and Findings

On the basis of research conducted on past employees of Bharti Airtel the
following facts have been enumerated. The reasons given below are based on the
questionnaire of employees of Bharti Airtel:
From the questionnaire used for my research work, I observed and learnt a lot not
only about the recruitment process in Bharti Airtel but also about other HR related
issues and HR working there.
The following pie-charts are the outcome of the questionnaire, prepared by me.
RECOMMENDATION

To

COMPANY
 RECOMMENDATIONS

It is very difficult to suggest any company for their reputation, especially in the
field of telecom and regarding their recruitment process, when the company’s
brand (Bharti Airtel Limited) is enjoying a good market share with its effective
sales force and one of the most admired brands in telecom sector.
On the basis of my research I would like to recommend some steps which may
result in more effectiveness of recruitment process:
I hope the above suggestions will be helpful for the organization specially to
reduce attrition in Bharti Airtel Limited.
• Many HR Policies are not known to most of the employees. It should be made
clear on the day of joining or on the First working day.
• Interview Assessment Sheets are not filled by both Functional and HR-
Interviewer. It should be filled on the time of interview.
• The company should follow job rotation to retain its best talents.
• In the Skip Level Meetings, no name and oracle code should be asked. To get
the true reply from the employees.
• There should be frequent Feedback Sessions for employees.
• There should be Exit Interview of all the leaving employees and it should be
taken seriously.
• For COLD Calls or WARM Calls a proper data should be made (on the basis of
work experience, and current salary) and then the calls should be made for
Interviews.
• New Joinees should be made clear of there KRA on the first working day.
• There should be proper maintenance of all the employees’ documents for future
needs…..
BIBLIOGRAPHY
BIBLIOGRAPHY

WEBSITES

1. Www.airtel.in

2. Www.wikipedia.org

3. Www.slideshare.net

4. Www.scribd.com

BOOKS
1.”The management of human resources” by robbins
stephen,tata mcgraw hill,new delhi..

2.”Managing human resources” by diwedi,galgotia publishing

ltd. New delhi..

3.”Research methodology by kothari”, galgotia publishing

ltd. New delhi..