A SUMMER TRAINING PROJECT IN

REPORT ON STUDY ON BENCHMARKING RECRUITMENT AND INDUCTION PROCESS AT BHARTI AIRTEL LTD. Submitted in Partial Fulfillment of the Requirement of Bachelor of Business Administration (BBA) Guru Jambheshwar University, Hissar

Submitted by Mr. ARVINDER GILL Assistant Manager Nikhil Tayal 05511242031

Session: 2005-2008 Guru Jambheshwar University Hissar

OKHLA, INDUSTRIAL AREA PHASE I, DELHI-110020

Date: - ___________

CERTIFICATE
This is to certify that the Project on AIRTEL, submitted by Enrollment No. has been done under 01st June to my guidance and supervision in partial fulfillment of Bachelor of Business Administration during the time between 31st July 2007. The working analysis mentioned in this report has been undertaken by the candidate himself and necessary reference has been recognized and acknowledge in the text of the report.

MR. ARVINDER GILL (ASSISTANT MANAGER)

ACKNOWLEDGEMENT

The present work is an effort to throw some light on benchmarking-recruitment and induction process of BHARTI AIRTEL LIMITED. The work would not have been possible to come to the present shape without the able guidance, supervision and help to me by number of people. With deep sense of gratitude I acknowledged the encouragement and guidance received by my organizational guide Mr. ARVINDER GILL and other staff members. I convey my heartful affection to all those people who helped and supported me during the course, for completion of my Project Report.

NIKHIL TAYAL

EXECUTIVE SUMMARY

Most employers recognize the fact that their staff is their greatest asset, and the right recruitment and induction processes are vital in ensuring that the new employee becomes effective in the shortest time. The success of an organization depends on having the right number of staff, with the right skills and abilities. Organizations may have a dedicated personnel/human resource function overseeing this process, or they may devolve these responsibilities to line managers and supervisors. Many people may be involved, and all should be aware of the principles of good practice. Even in large organizations with a specialist personnel department it is essential to involve others in the task of recruitment and induction. After recruitment, a good induction program is the way to help a new employee settle into the organization and become effective quickly.

TABLE OF CONTENTS Particulars

1. INTRODUCTION 2. REECRUITMENT POLICIES 3. COMPANY PROFILE 4. BUSINESS STRATEGY 5. COMPETITIVE STRENGTH 6. TYPES OF AWARDS 7. MANAGEMENT STRUCTURE 8. LIMITATION 0F STUDY 9. METHODOLOGY 10.COLLECTION OF DATA 11.LITERATURE REVIEW 12.OBSTACTLES IN RESEARCH 13.RECRUITMENT PROCESS 14.THE INDUCTION PROCESS 15.ANALYSIS OF RESULTS QUESTIONNAIRE 16.FINDINGS & RECOMMENDATIONS BIBLIOGRAPHY

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1 3 6 9 11 15 16 17 18 19 20 24 26 41 45 46 85 87

CHAPTER-1 INTRODUCTION

To start A business is hard, but to keep a business running is even harder. As the competition increases and the race becomes tougher, the way to survive is the continous improvement of the company. There are a lot of change methodologies such as Total Quality Management (TQM), Just-in-Time (JIT), Reengineering, and so on. Among

these methodologies, benchmarking is one of the most important tools that enable a company to survive in such a competitive world. Most of the leading companies use benchmarking on a regular basis, e.g., AT&T, Toyota, Motorola, and General Electric. Yet there is still some doubt as to what benchmarking can do for a company. What is benchmarking about? Is it only copying? What benefit would the company gain? Is it worth it to try? Is it good for only big companies? This project will address those questions by defining recruitment and induction benchmarking; analyzing the benefits a company can obtain from applying it, and resolving major misunderstandings about benchmarking.

What is Benchmarking?
Robert C. Camp (1989), one of the fathers of benchmarking (Porter & Tanner, 1996, p. 94), defines benchmarking as the search for those best practices that will lead to the superior performance of the company (p. xi). The American Productivity and Quality Center ([APQC], 1999) explains that benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices and processes found inside and outside the organization. Moreover, benchmarking is a tool for improvement with the ability to identify the highest standards of excellence for products, services or processes and to make the improvements necessary to reach those standards.

Why Benchmark?
If you stop moving forward, you are starting to get behind. It pointed out that today; business is becoming more competitive because of recent technology such as Internet access that has become worldwide. While the Internet enables any company to reach more customers, it also increases the number of companies competitors. The world is changing everyday. Today one might be number one; tomorrow one might not. Today ones market segment might be large, tomorrow one might start to lose ones market segment. So how can one stay in business or improve ones performance? Look around and see what other companies are doing-that is the answer. 6 This is the key to

benchmarking and how it leads to success. There are also lessons that can be learned from the past, such as how General Motors invested $77 billion in new technology and still lost ground to a much less automated company, Toyota (Smith, 1995). Why did this happen? One reason why Toyota was successful was that benchmarking had been developed in the East a long time ago. As an ancient Chinese man, Sun Tze (as cited in Camp, 1989), once wrote If you know your enemy and know yourself, you need not fear the result of a hundred battles (p. 3). Along with other Japanese companies, Toyota, one of the most successful companies in this decade, has learned from others and adapted the learning to improve their performance. Moreover, according to Bhutta & Huq (1999), more than 70 percent of Fortune 500 companies use benchmarking on a regular basis, including AT&T, Ford, Eastman Kodak, IBM, Ford Motor Company and Weye. Therefore, if one wants to stay in business, one definitely needs to apply benchmarking in ones organization.

CHAPTER-2 RECRUITMENT POLICIES

Selection are vital to the information of a positive psychological contract, which provides the basis of organizational commitment and motivation. There are wide variations in recruitment and selection practices, reflecting an organizations strategy and its philosophy towards the management of people. Recruiting makes

it possible to acquire the number and type of people necessary to ensure the continued operation of the organization. 2 This study has vast scope as this study made all the concepts clear about what exactly goes in making a new employee a part of your organization. 3 This study clearly shows all the steps, which go in recruiting a person and placing the right person at the right places.

Usefulness of the study

1 It provides competent knowledge about fundamental concept related to Benchmarking, Recruitment, selection and Induction Process.

To evaluate the prevailing Recruitment, selection and Induction Practices and Policies.

Analyse the effectiveness of Recruitment, selection and Induction Process and compare with the other companies studied.

It would help them in the up gradation of the present selection and Induction Process and to enhance the recruitment policy.

Scope of the study

Recruitment of the sample size analyzed and creation of an optimum benchmark to form the basis of a perfect recruitment and induction practices to be adopted by the Human Resources Administration of Airtel. As the data relating to managerial recruitment, selection and induction and for the purpose of study were available with the human resource department, the executives from

this department ranging from general manager to human resource executives of the sampled organizations were decided to be the respondents for the collection of data. After several repeated visits to these organizations i.e. Tata Indicomm,Idea Cellular, Hutch, ICICI Bank, Glaxo SmithKline, Apollo International, Punj Lloyd, Orient Craft, Colwell and Salmon Communications Ltd and Wipro Spectra mind it became possible to interview and collect relevant data from them. 1. Tata Indicomm. 2. Hutch. 3. Idea Cellular. 4. Glaxo SmithKline. 5. Apollo International. 6. Orient Craft Ltd. 7. Punj Lloyd. 8. ICICI Bank. 9. Colwell and Salmon Communications Ltd. 10. Wipro Spectra

Types of benchmarking
Benchmarking can be classified into the following seven types. The first four types are classified by subjects, while the last three types are classified in terms of their goals: Internal Benchmarking is a comparison made within an organization (e.g., between departments, units, branches, etc.). Competitive Benchmarking is a comparison of an organizations performance with the

best competitors that produce the same product or service. Functional Benchmarking is about comparing technology and functions against other companies within the same industry or technological area. 1) Generic Benchmarking is a comparison of an organizations process against the best processes around, regardless of industry. 2) Performance Benchmarking is a comparison of performance measures in order to know how well ones organization compares to others. 3) Process Benchmarking is about comparing the process against the best practices in a particular business process in order to improve ones process. 4) Strategic Benchmarking is a comparison of an organizations strategy to other competitors in order to change the strategic direction of the company.

CHAPTER-3 COMPANY PROFILE

Building Telecom... Building Relationships.
Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in telecommunications services. Its subsidiaries operate telecom services 10

across India. Bharti Tele-Ventures is India's leading private sector provider of telecommunications services based on a strong customer base consisting of approximately 11.84 million total customers which constitute, approximately 10.98 million mobile and approximately 857,000 fixed line customers, as of March 31, 2005.

BHARTI TELEVENTURES
3.1 INTRODUCTION
"As we spread wings to expand our capabilities and explore new horizons, the fundamental focus remains unchanged: seek out the best technology in the world and put it at the service of our ultimate user: our customer." Sunil Bharti Mittal (Chairman and Group Managing Director)

Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in telecommunications services. Its subsidiaries operate telecom services across India. Bharti Tele-Ventures is India's leading private sector provider of telecommunications services based on a strong customer base consisting of approximately 12.26 million total customers which constitute, approximately 11.39 million mobile and approximately 874,000 fixed line customers, as of April 30, 2005.

3.2 HISTORY
1 1995 : Bharti Tele-Ventures Limited incorporated on July 7, 1995 Bharti Cellular launched mobile services AirTel in Delhi 2 3 1996 1997 : Bharti Telenet launched mobile services in Himachal Pradesh : Bharti Telenet obtained a license for providing fixed-line services in

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Madhya Pradesh circle Bharti Telecom formed a joint venture, Bharti BT, for providing VSAT services. 4 1998 : Bharti Telecom formed a joint venture, Bharti BT Internet for providing

Internet services First Indian private fixed-line services launched in Indore in the Madhya Pradesh circle on June 4, 1998 by Bharti Telenet thereby ending fixedline services monopoly of DoT (now BSNL) 5 1999 : Warburg Pincus (through its investment company Brentwood Investment

Holdings Limited) acquired equity interest in Bharti Tele-Ventures Bharti TeleVentures acquired an effective equity interest in Bharti Mobile (formerly JT Mobiles), the mobile services provider in Karnataka and Andhra Pradesh circles 6 2000 : New York Life Insurance Fund, or NYLIF, acquired a equity interest in

Bharti Cellular Bharti Tele-Ventures acquired an effective equity interest in Bharti Mobinet (formerly Skycell Communications), the mobile services provider in Chennai . Bharti Tele-Ventures acquired equity interest of Telecom Italia and Bharti Telecom in Bharti Telenet thereby making Bharti Telenet a 100% subsidiary of Bharti Tele-Ventures. SingTel (through its investment company Pastel Limited) acquired STET's equity interest in Bharti Tele-Ventures. Bharti Tele-Ventures acquired an additional effective equity interest in Bharti Mobile resulting in Bharti Tele-Ventures holding an effective 74% equity interest in Bharti Mobile. 7 2001 :Bharti Telesonic entered into a joint venture, Bharti Aquanet, with

SingTel for establishing a submarine cable landing station at Chennai. Bharti Tele-Ventures acquired NYLIF's equity interest in Bharti Cellular. Bharti Cellular acquired a 100% equity interest in Bharti Mobitel (formerly Spice Cell ), the mobile services provider in Kolkata. Bharti Tele-Ventures acquired equity interest in Bharti Cellular from British Telecom, thereby making Bharti Cellular its 100% subsidiary. Bharti Tele-Ventures acquired an additional equity interest in Bharti Mobinet from Millicom International and BellSouth International. Punjab license restored to Bharti Mobile by the DoT and migration to NTP- 1999 accepted.

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Bharti Cellular entered into license agreements to provide mobile services in eight new circles following the fourth operator mobile license bidding process. Bharti Telenet entered into license agreements to provide fixed-line services in the Haryana, Delhi, Tamil Nadu and Karnataka circles. Bharti Telesonic has entered into a license agreement with DoT to provide National Long Distance Services in India and has been the first service provider to start service in the country. Bharti Aquanet, Bharti Telesonic and Bharti Cellular have entered into license agreements with the DoT to provide ISP services in India 8 2002 : Bharti launched mobile services in Gujarat, Haryana, Kerala, Madhya

Pradesh circle, Maharashtra, Mumbai, Punjab, Tamil Nadu, Uttar Pradesh (West) circle. Bharti listed on the National stock Exchange, Bombay Stock Exchange and the Delhi Stock Exchange on February 18, 2002. Bharti entered into a license agreement with the DOT to provide international long distance services in India. Bharti launched fixed-line services in the Delhi, Haryana, Karnataka and Tamil Nadu license areas. Bharti became the first private telecommunications services provider to launch international long distance services.

CHAPTER- 4 BUSINESS STRATEGY

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To capitalise on the growth opportunities that the Company believes are available in the Indian telecommunications market and consolidate its position to be the leading integrated telecommunications services provider in key markets in India, with a focus on providing mobile services. The Company has developed the following strategies to achieve its strategic objective: 1 2 Focus on maximising revenues and margins; Capture maximum telecommunications revenue potential with minimum geographical coverage; 3 Offer multiple telecommunications services to provide customers with a "one-stop shop" solution; 4 Position itself to tap data transmission opportunities and offer advanced mobile data services; 5 Focus on satisfying and retaining customers by ensuring high level of customer satisfaction; 6 7 Leverage strengths of its strategic and financial partners; and Emphasis on human resource development to achieve operational efficiencies.

TYPES OF BUSINESSES

Bharti Tele-Ventures current businesses include -

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1 2 3 4

Mobile services Fixed-line National and international long distance services VSAT, Internet services and network solutions

CHAPTER-5 COMPETITIVE STRENGTH

Bharti Tele-Ventures believes that the following elements will contribute to the Company's success as an integrated telecommunication services provider in

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India and will provide the Company with a solid foundation to execute its business strategy: 1 Nationwide Footprint - As of April 30, 2005, 100% of India's total mobile subscribers resided in the Company's twenty three mobile circles. These 23 circles collectively accounted for approximately 100% of India's land mass; 2 Focus on telecommunications to enable the Company to better anticipate industry trends and capitalise on new telecommunications-related business opportunities; 3 The strong brand name recognition and a reputation for offering high quality service to its customers; 4 5 Quality management team with vision and proven execution skills; and The Company's strong relationships with international strategic and financial investors such as SingTel, Warburg Pincus, International Finance Corporation, Asian Infrastructure Fund Group and New York Life Insurance. The key demographics of Bharti Tele-Ventures' mobile circles are set forth below. In the present challenging telecom scenario, Bharti Tele-Ventures is one of the few telecom companies, which is listed on the capital markets in India. The Company has made a mark for itself, through good corporate governance practices, a superior management team and strong relationship with stakeholders and partners. Investor relations at Bharti Tele-Ventures are committed to building exemplary relationships with its partners, which stand on the principles of mutual trust and growth.

STRONG STRATEGIC AND FINANCIAL PARTNERS Bharti Tele-Ventures' existing foreign shareholders have acquired direct and indirect equity interests in the Company for a total consideration exceeding US$1 billion. SingTel is one of Bharti Tele-Ventures' key strategic partners and its position as one of Asia's leading telecommunications service provider gives the Company access to 16

valuable knowledge in implementing telecommunications projects and to its international expertise and managerial resources. Bharti Tele-Ventures' other partners includes Warburg Pincus, International Finance Corporation, the Asian Infrastructure Fund Group and New York Life Insurance.

AIRTEL
Airtel comes to you from Bharti Cellular Limited - a part of the biggest private integrated telecom conglomerate, Bharti Enterprises. Bharti provides a range of telecom services, which include Cellular, Basic, Internet and recently introduced National Long Distance. Bharti also manufactures and exports telephone terminals and cordless phones. Apart from being the largest manufacturer of telephone instruments in India, it is also the first company to export its products to the USA. Bharti is the leading cellular service provider, with a footprint in 21 states covering all four metros and more than 8 million satisfied customers.

Vision - To be globally admired for telecom services that delight customers.

Mission - We will meet global standards for telecom services that delight customers
through: Customer Service Focus Empowered Employees Innovative Services Cost Efficiency

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ACCOMPOLISHMENTS

Wireless Coverage Area(% of Mobile Customers covered)

16%

38%

100%

Number of Mobile Circles Number of Fixed-Line Circles Population covered in our licensed area (%) Area covered in our licensed areas (%)

1999 2 1 2% 2%

Pre-4th Licence 5 1 16% 16%

Post-4th Licence 23 6 100% 100%

1 The largest private sector integrated telecommunications services group in India in terms of the number of customers. 2 Largest Mobile footprint in India, covering 21 of the 23 licensed areas. 3 Proven track record of managing growth - both organic as well as by way of acquisitions. 4 First and largest private telecommunications services company offering fixed-line services in India.

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5 Existing foreign shareholders have acquired direct and indirect equity interests in the Company for a total consideration exceeding US$1 billion. 6 First private telecommunications company to launch long distance services. 7 First off the block to launch fixed-line services in all the four circles of Delhi, Haryana, Karnataka and Tamil Nadu.

CHAPTER-6 TYPES OF AWARDS

Golden Peacock National Training Award 1999 to Bharti Cellular for or Delhi mobile operations from the Institute of Directors, a non-profit association in India committed to improving the competitiveness of Indian business by focusing on

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development of business leaders, for the best human resources and training practices. 2 Ascent Times of India and Sodexho Pass award in 1999 from the Asia Pacific HRD conclave to Bharti Cellular for corporate excellence in the category of most innovative human resource practices. 3 Mr. Sunil Bharti Mittal (Chairman and Group Managing Director) was honored as One of the Top Entrepreneurs Worldwide" for the year 2000 and "Stars of Asia" for the year 2001 by international business magazine, Business Week. 4 Mr. Sunil Bharti Mittal was selected as the "Businessman of the year 2002" by Business India. 5 6 Mr. Sunil Bharti Mittal was awarded the Dataquest IT man of the year 2002. Mr. Sunil Bharti Mittal was selected the "CEO of the year 2002" by World HRD congress. 7 Mr. Akhil Gupta (Joint Managing Director) was adjudged as the Chief Financial Officer for year 2001 for Mergers & Acquisitions activities by EIU

CHAPTER-7 MANAGEMENT STRUCTURE

The group has been structured to create functional and operational specialisation with a linear vision of business lines and functional areas. Chairman and Group Managing Director- Sunil Bharti Mittal who is assisted by two Joint

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Managing Directors- Akhil Gupta and Rajan Bharti Mittal head the Company. The Company also has two Presidents- President Mobile Servicesand President Infotel Services; this responsibility includes Fixed-line, Long Distance and Broadband Services. The Presidents report to the Group Chairman and ManagingDirector. The head of units and SBUs report to the respective business's President. An apex team of Corporate Directors has been constituted. The corporate directors have supervisory and strategic responsibilities for functional areas across business lines. The directors oversee functional areas including Business Development, Human Resources, Marketing, Corporate Communication, IT & Technology, Finance, Legal, Corporate Affairs, Corporate Strategy & Planning and Supervisory Director cum Chief Mentor mobility. The organization structure is designed to ensure that identical businesses are run along similar lines and best resources in any functional field, be tapped to serve the best interests of the entire group.The structure also defines the role of the Head of the units who are totally empowered to manage their respective companies and is fully responsible for business operations to build world-class organizations with a high degree of customer focus.

CHAPTER-8 LIMITATION 0F STUDY

1 As the data is available with the human resource department difficulty faced in taking prior appointment to interview HR managers and executives of various organizations.

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Apprehension to the part of the respondent to reveal the information due to confidentiality and business policies.

Some of the respondents being senior managers within the industry, time constraint was a major limitations.

CHAPTER-9 METHODOLOGY
There are basically three sectors to be studied that include the telecom sector, banking sector, and the call center industry. The methodology to be followed includes proper planning, data collection, and analysis and action stage. The action stage refers to the preparation of a benchmark with relation to the recruitment and induction practices to be adopted by Airtel.

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The study will include a comparative study. The main aim of this research is to understand the trend and perception of recruitment and induction process prevailing in most of the organizations, in order to find out the gap between the existing and proposed recruitment and induction process.

2 3

To study the Recruitment, selection and Induction Process carried out at Airtel. The purpose behind the research is to determine to the extent to which the recruitment, selection and induction practices in telecom industry, banking sector, BPO and other industries are in line with recent systematic recruitment, selection and induction principles established through personnel research.

To develop the best practice for effective and efficient recruitment and induction process. Recruitment of a capable, efficient and willing workforce forms a cornerstone of the development of any organization.

CHAPTER-10 COLLECTION OF DATA

Primary Data: - The study involved the collection of both qualitative and
quantitative data, using a survey questionnaire and interview method. Different scales were used to answer the questions. Questionnaire was of mixed type i.e. a combination of open and closed type questions, which provided flexibility to the

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respondent and elicited complete information from them. Questionnaire involving in an all thirty-six questions relating the recruitment, selection and induction process. While the qualitative data was collected on the basis of the comments given by the managers and assistant managers, regarding how satisfied they are with their current process, various problems faced by them and their suggestions regarding the same.

Secondary data: - The theoretical framework was collected through Handbook

for Managerial Recruitment and Selection. Author R.P.Das, Bharti HR Policy Manual and Internet.

CHAPTER-11 LITERATURE REVIEW

THE BENCHMARKING PROCESS

There are several benchmarking process models that have been used and identified by various scholars and practitioners. But how would this process be applied to Recruitment

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and Induction benchmarking. The best model of benchmarking is whichever model best fits ones organization. Those models are basically based on the same concept, the concept of Plan-Do-Check-Action. The model presented here is taken from Spendolini (1992). It represents five stages of the benchmarking process that he claimed were common elements from twenty-four benchmarking process models

The five process stages are as follows.

1) Determine what to benchmark. The purpose of this step is to define what in the organization the company wants to benchmark. After the company defines it, the company will later allocate the resources required to conduct benchmarking. 2) Form a benchmarking team. member. 3) Identify benchmarking partner. Identify the information sources that the company will use to collect the benchmarking information and pick the industry with the best practices. 4) Collect and analyze benchmarking information. for later action. 5) Take Action. In this stage, all actions that are required to change the process that the company chose to benchmark, are implemented. These actions may include making recommendations, conducting a report or preparing a presentation to apply to the process. Overall, benchmarking is not a one-time change methodology. The arrows in the Figure 2 show that effective benchmarking is a continuous process. process in order to be able to compete with others. 25 Therefore, an organization would have to be aware of what is out there, and be able to improve their In this stage, the company collects and analyzes the information. Also, in this stage recommendations are made Like other change methodology, it should be conducted in a team effort activity. Specify roles and responsibilities for each team

BENEFITS OF BENCHMARKING
The benefits of benchmarking can be classified into two categories: direct benefits for organizations that apply it and indirect benefits to society, which come from companies that have used benchmarking worldwide.

Benefits to Organizations
Benchmarking helps to drive overall organization improvement. Benchmarking has also been credited for producing higher productivity, quality, customer satisfaction, safety, profit and other performance elements. An organization, however, can expect to have five basic benefits: benchmarking can help an organization meet customer requirements, establish effective goals and objectives, develop a true measure of productivity, become more competitive, and guarantee that the best practices are incorporated into the work process (a) Meeting customer requirements. To keep the business successful, it is necessary for the organization to produce products or provide services that meet the needs of their customers. Benchmarking is an effective tool to uncover those needs by searching out the best practices, which will later help the company satisfy the customers needs. (b) Establishing effective goals and objectives. Benchmarking is helping the company to establish and determine the rights goals and objectives. By forcing organizations to continuously improve practices, benchmarking helps a company set goals and objectives that keep up with the change in the external environment. (c) Developing a true measure of productivity. Organizations, who use benchmarking, know that they are doing their best in their practice by comparing their practices to the best practices and learning from them. Therefore, employees at all levels will understand their outputs and how these satisfy the next in line customers or the end 26

users which include quality, cost, and timeliness. (d) Becoming more competitive. Benchmarking helps companies become more aware of their position in the market and enables them to compete with others. By using benchmarking it will allow companies to see the practices of others. These results will help companies become more competitive. (e) Guaranteeing that companies incorporated the best practices into their work processes. Benchmarking is based on best practices, not on the type of business that the company is running. This results in companies finding better methods of improving business practices. When an organizations targets are based on the very best practices available, there can be little internal debate about veracity

Internal Benefits of Benchmarking:

1 2 2 3 4 5 6 Framework for change Exposes need for change External focus New ideas best practices Learning culture Promotes contacts Utilizes existing knowledge

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7 8

Legitimizes targets Decreases subjectivity

Benefits to Society
Besides giving benefits to the company that applied benchmarking directly, benchmarking also gives benefits indirectly to society. As each industry tries to improve their processes and performance, they share ideas, lessons, and concepts with each other. It has been a revolution to achieve higher quality and where that quality revolution has caused the greatest transformation in the nature of work.

CHAPTER-12 OBSTACTLES IN RESEARCH

Although benchmarking benefits organizations once they have applied it, benchmarking may not be as established as has been suggested in the literature. These sections will uncover misunderstandings and causes that often lead to unsuccessful benchmarking. Researchers have found that most of the companies that do not benchmark make that decision because of one or more of the five following reasons: ignorance, resource

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constraints, data comparability, size of organization, and inappropriateness of benchmarking for their organizations. Some of these reasons occur because companies failed to understand benchmarking. This misunderstanding can be explained by one or more of the following myths that surround benchmarking: (a) Benchmarking is too expensive. The cost of benchmarking can sometimes be extremely expensive from both direct and indirect costs, including traveling and meeting times. These costs can be kept to a minimum by working and communicating effectively in a benchmarking team. Also, a company should focus on only one narrow area at a time (b) Management does not understand/ support benchmarking. This is not true, since most benchmarking is supported or started by managers. Turk Enustun the director of corporate benchmarking for Eastman Kodak in New York, believes that most managers have a positive attitude toward benchmarking because they are by nature competitive, so they are looking at what otheres are doing.

(c) One should benchmark only with the best.

Occasionally the best

companies can be overwhelmed by requests to benchmark, causing them to turn down many of those requests. Even though the concept of benchmarking is to compare the best practices, it is not necessarily done that way. Benchmarking with less-proficient companies, also provides a company with ways to improve its processes. (d) In this industry, there is no process analogous to benchmarking. This myth has no justification. One can look to the past for examples of benchmarking. Other companies that did not have anything in common were still able to conduct effective

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benchmarking. A company must be open-minded in order to find a similar process for purpose of benchmarking. Xerox and L.L. Bean are good examples of successful benchmarking. (e) Benchmarking is only for big companies Most small companies that feel this way fail to see the benefits that benchmarking can provide, and also feel that benchmarking requires too many resources. Another mistake that often occurs is unthinking imitation. It is not that the company cannot copy others. Many companies engage in this practice, but they must adapt it to fit their organization. Otherwise, the company will have fallen into the trap of benchmarking, and not only will it not improve the organization, it will later cause the organization to discard benchmarking, an important tool for success today.

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CHAPTER-13 RECRUITMENT PROCESS

Most employers recognize the fact that their staffs are their greatest assets, and the right recruitment and induction processes are vital in ensuring that the new employee becomes effective in the shortest time. The success of an organization depends on having the right number of staff, with the right skills and abilities. Organizations may have a dedicated personnel/human resource function overseeing this process, or they may devolve these responsibilities to line managers and supervisors. Many people may be involved, and all should be aware of the principles of good practice. Even in large organizations with a specialist personnel department it is essential to involve others in the task of recruitment and induction. After recruitment, a good induction programme is the way to help a new employee settle into the organization and become effective quickly.

The importance of good recruitment and selection

Recruiting people who are wrong for the organization can lead to increase in labour turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it.

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Recruitment System should be: efficient - cost effective in methods and sources effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization fair - ensuring that right through the process decisions are made on merit alone.

Steps are:
Step 1: Identifying your recruitment needs
Planning workforce numbers is a strategic activity designed to ensure that your company is adequately resourced to meet customer demands and business objectives. Employing the right number of people for your business with the right skills is essential for success. In order to decide whether you need to take on an additional employee it is necessary to understand how 'resource gaps' arise. Common reasons include: 1 2 3 4 Growth Redundancy Leavers Terminations

Having identified a resource gap, a job analysis should be conducted.

Step 2: Conducting a job analysis

Job analysis is the first step towards creating a job description based on fact and evidence. These tools help businesses identify the role required. There are a variety of ways to conduct a job analysis and organizations should adopt the best means in accordance with available resources including budget and time. A job analysis is a vital process that can help an organization determine whether a job should be carried out in a different way in the future.

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Job analysis techniques include: a) Task analysis : A list of the key tasks required by the job are drawn up and measured against required knowledge, skills, experience and attitude to complete them. Job holders and direct line managers can help provide the required information. This form of analysis works best with administrative roles, which perform a number of easily identifiable 'tasks'. b) Competency analysis : Competency analysis looks beyond the current role to be recruited and considers the potential for promotion to a range of jobs within the organization. It might be part of a strategy for succession planning. Key competencies should be identified in this instance. c) Critical incident analysis : Critical incidents are the significant events that occur which may determine whether a job was carried out successfully or not. The jobholders keep a log of the 'critical incidents' experienced over-time. Best fit is probably with jobs where immediate response has a large impact - drivers, construction workers etc.

Step 3: Creating a job description

A job description can be created from data collected during the job analysis exercise. The job description should state the purpose and responsibilities of the role to be performed. A comprehensive job description may include: 1 2 3 4 5 The job title Job location and reporting lines Job summary - aim or purpose of the role Key responsibilities Conditions of employment including salary, benefits etc 33

6 7

Any training and development requirements or opportunities Performance standards and preliminary objectives

The job description forms the basis of the recruitment advertisement/brief. The jobholder and line manager as a basis for performance review can continuously refer it to over time.

Step 4: Selecting the sources of recruitment:

Advertising medium, newspaper advertising continues to be a key method of finding new staff. Other options include. Job centres/employment and careers offices. Adverts including regional, specialist and national press. Employment agencies, recruitment consultants, head hunters. Recruitment fairs/University milk round Direct approach to employers Personal contacts

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There are advantages and disadvantages to each method. For a comparison of advertising mediums please see the table below:

Recruitment method

Advantages Many specialise in filling temporary vacancies Access to a wide pool of candidates Speedy staffing solutions Some offer tailored-solutions including CV and skills testing Many specialise in senior management and specialist positions Some offer a whole suite of services including advertising, initial screening and applicant filtering Work to a brief and approach candidates who may already be employed Good research facilities and database of contacts Works well for very senior positions such as Chief Executive roles Specialise in supporting and finding work for employees that have been made redundant A source of good quality candidates who are immediately

Disadvantages Can be costly Quality may vary from agency to agency

Many consultancies charge between 15-30% of starting salary Candidate mis-matching may result in dissatisfaction

Can be very expensive

Can be slow Their approach may conflict with equal opportunities ethics and policies

Access to candidate pools such as this often occur only during an economic recession, in a climate of downsizing and mass lay-offs Employers must ensure that candidates really want the job rather than taking it

35

available for work

for want of work of any kind

Costs can be less than traditional recruitment agencies The national papers target specific job types. For example media roles are most often advertised in The Guardian, engineering and manufacturing in the Telegraph, legal and senior secretarial in the Times - this can make targeting certain candidates very effective Newspaper advertising will give exposure to a large and geographically-spread candidate pool As well as fulfilling the primary aim of finding the best candidates it can have a secondary marketing and promotion function Trade press works well for those requiring specialist skills and experience such as IT, catering, Recruitment fairs and University milk rounds Fairs help organisations promote themselves to the youth market A good way of planning ahead and showing proactive rather than reactive recruitment methods personnel. An excellent way of gaining access to students May not be suitable for smaller businesses or those wanting to recruit only one or two graduates Can be expensive in terms of opportunity costs, travel and hotel bills Can be hit and miss Costs can be expensive and escalate according to size and colour requirements etc Direct press advertising cuts out the middle-man which means that the business must accept responsibility for filtering all applications and responses One-off appearances can be hit and miss

36

Many European and international candidates use the internet to source new employers. What's more, 98% of graduates, 93% of IT specialists and 95% of scientists use the internet as part of their daily routine. For employers trying to recruit these types of workers the internet is the obvious choice. Traditional recruitment methods often take upto 90 days. Research has shown that the internet can reduce the time to hire to just 30 days. Reduces cost Can be tied into a staff benefit plan - as an internal referral reward scheme for example May reduce lead-times Access to a wide range of candidates across all sectors No cost to the employer Caters for both temporary and permanent vacancies Cheaper than advertising in the national press Access to those who live in a specific area Figures from the Chartered Institute of Personnel and Development (CIPD) suggest that four in five organisations use the local press for certain jobs.

May not be suitable for hiring manual workers who may not look online for jobs

Quality of candidates is not assured

May go against equal opportunities policies and ethics May reduce opportunities for diversity

May produce a company of 'clones'

37

Step 5: Creating an advertisement

Whichever recruitment method is chosen there will need to be an advertisement of some kind. This will need to be tailored to the medium chosen. Basic considerations include: 1 Size: paid for advertisements such as in newspapers will determine cost by size. For senior or high-salaried positions it may be most effective to take out a larger 'appearance' space. 2 Layout: very wordy adverts can be overlooked. Ask for a border to be placed around the advert or use a white background to draw attention. 3 Typography: follow any house style guidelines, to keep consistency of brand. Avoid fonts that are difficult to read. 4 Visuals: graphics can be very costly, especially for print advertisements. They may have the advantage, however, of being eye catching. 5 Colour: Mono-advertisements are typically cheaper than full or spot colour advertisements.

Step 6: Avoiding the discrimination deluge

It is unlawful to discriminate on the grounds of race, sex, disability or Tran sexuality. Recruitment is a common source of discrimination and it is important that those involved in the recruitment process have a sound understanding of discrimination, both direct and indirect. Discrimination can occur at the preliminary stages of recruitment and selection. It is crucial that employers proof check any advertisements to ensure that they don't contain anything that may be understood to indicate an intention to discriminate.. 38

Employers should not specify a specific gender or physical ability and should avoid any discriminatory references that may be indirect, such as requesting persons that can work full-time. Child-care responsibilities traditionally mean that more women than men work part-time and flexibly, thus a greater proportion of men would be able to apply for such a position. In a situation such as this the employer's defence would be to show that there is an objective justification for requiring a full-time employee. Specific gender, colour, religion or ethnicity can be referenced in a job advertisement where there is a 'Genuine Occupational Qualification' (GOQ). In certain circumstances, 'positive action' in the context of promoting equality of opportunity may be allowed. Some employers may wish to ensure that certain groups who may be under-represented in their workforce are encouraged to apply for vacancies. Positive action in this way is permitted, where there has been under-representation of a group for 12 months or more.

Step 7: Short listing

Short listing is the process of reducing the candidate pool to a more manageable size. The numbers of applications will vary according to the advertising medium chosen; oftenonline advertising can result in huge numbers of applicants. Employers must be careful to adopt fair and equitable practices when short-listing. This can be difficult when CVs are the tool for selection filtering and subjective judgments take effect. Applications are one way of avoiding discrimination in this way. Recording information on why candidates where rejected as well as accepted will provide evidence in any Employment Tribunal should a claim of discrimination be made? Candidates may have spent some time researching the position and writing the application. Solicited responses should therefore be responded to in a timely manner, informing the candidate of the outcome of the application. It is also a chance for the employer to give some positive feedback. Negative PR may prove disastrous in the future if the candidate becomes a client at a later date.

39

Step 8: Taking up references

The reliability of references has often been questioned. Employers tend to err on the side of giving positive rather than negative references. Although the validity and reliability of references is questionable, if nothing else, they can encourage candidates to be more truthful in any applications if they know that the facts will be double-checked. The point at which references are taken up varies between organisations. Often and within small businesses this process is taken up at the point of offer. In this instance it is important to make any verbal or written offer 'subject to satisfactory references'. Best practice dictates that references should ideally be taken for all short listed candidates. In reality this is often not practical, as the candidates may not wish their current employers to know that they are seeking work. Often the best compromise is to run a character check at short listing and a factual check at appointment stage. Written references are often easier to administer but can take time. Their advantage lies in the fact that they provide evidence of fair selection.

Step 9: Selection methods

There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centres, role-plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. Unfortunately, its predictive accuracy for 'job fit' isn't as high. Unstructured interviews can be the worst offenders. Using a mixture of interviewing and testing can achieve more predictive results.

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Interviewing Competency testing is a style of interviewing used to allow a candidate to demonstrate how they would behave in certain work situations. It is a way of probing a candidate's key skills. Looking at examples of past behaviour can help employers predict future behaviour. It is also a way of establishing desired competencies. Employers can in this way look beyond recruiting for the current role. Interviewers should remember that the organization requires the most suitable person, which may not always be the most skilled at being interviewed. Employers should consider the following when planning selection interviews: 1 Where will the interviews take place? 2 Will there be a selection panel or will the interviews be one-to-one? 3 Who will conduct the interviews? 4 What will the structure of the interview be? 5 Who will document the interview information and how will this be recorded?

Testing There are many types of 'tests' that can be used to help employers in the selection process these include: 1 Tests of attainment - these measure the degree of knowledge or skill a person has acquired at a particular point in time

Aptitude tests - these measure a candidate's capacity for abstract thinking and reasoning e.g. numeracy and spatial awareness

41

Personality questionnaires - these are designed to measure some form of personality characteristics such as emotional adjustment, social relations, attitudes and motivation

Work samples are commonly used by small businesses as a means of selection. In this situation a candidate is asked to demonstrate their abilities in a real work situation. This method can also help self-selection, giving the candidate a taste for the job on offer and the culture of the organization.

Step 10: Checking eligibility to work

In order to avoid liability under the Act, prospective employees are asked to provide documents showing that they are entitled to live or work in the UK. Some examples of approved documents may include: 1 Documents stating the National Insurance Number of the individual named 2 A passport 3 A birth certificate 4 Certificate of registration or naturalization as a British Citizen 5 Letters issued by the Home Office 6 A UK residence permit issued to a member of the EU 7 A valid work permit To avoid claims of racial discrimination employers should ask all prospective employees for proof of eligibility to work, cherry picking by appearance may lay claim to discriminatory behaviour. Copies of these documents should be taken. Fines of upto 5,000 can be levied on employers who are found to be in breach of the Act.

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Step 11: Making an offer

Once a candidate has been selected the employer must offer the position. A contract is legally formed when: 1 2 An offer is made, verbally or in writing Consideration occurs, typically the prospective employee considers the terms and conditions of the contract 3 Acceptance is affirmed

This means that an offer that is given and accepted verbally is legally binding. If the offer is made subject to a condition, for example 'satisfactory references' the offer of employment is conditional.

Step 12: Written statement of particulars

There is no legal requirement to provide a written contract. There is however, an obligation to provide a written statement of particulars within two months of the employee commencing work. This typically includes: 1 2 3 4 5 6 7 8 9 Name of employer Name of employee Date employment began Remuneration - including intervals at which remuneration is paid Hours of work Holiday entitlements Sickness and injury and associated sick pay levels Pensions and pension schemes Job title

43

10 Disciplinary rules 11 Grievance procedures 12 Termination procedures including length of notice 13 Place of work 14 Any collective agreements relevant to the contract

It is advisable to include these terms and other conditions in a written contract. Incorporated terms of the contract may include work rules set out in a staff handbook for example. The terms, which are agreed between the parties and are expressed in writing are subject to statutory limitations including: 1 2 3 4 5 The right to a minimum notice The right to the minimum wage The right to statutory working hours The right to annual paid leave The right to parental leave and payments

These are just some of the basic rights in place and of course employers can and do offer benefits above the statutory basics. These rules should be set out in writing. In addition to these statutory obligations, implied terms of the contract exist. These are rules, which have evolved over time and via court judgments. Examples include the obligation of the employee to obey the employer's lawful and reasonable orders.

Step 13: Induction and evaluation

Of course the process doesn't stop as soon as the offer has been accepted. Businesses that 44

offer a planned induction find that productivity and effectiveness is enhanced. A good induction will include: 1 2 3 4 5 6 Orientation Introduction to key members of staff Briefing on health and safety procedures Training on any internal systems Objective setting Exploration of any additional training requirements

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CHAPTER-14 The Induction Process

When a new employee starts with an organisation they need to be given the opportunity to take part in an effective induction process. An effective induction process helps ensure that employees: 1 2 3 4 5 Become productive more quickly Understand the organisation's policies and procedures Understand the performance standards of the job Stay with the organisation (reduced turnover) Understand the health and safety issues relating to their workplace and understanding the organizational culture.

Induction program : Induction programs should be structured to ensure that each

employee receives the information they require when they start work. Some organizations have a documented induction process that includes induction manuals and copies of relevant policies and procedures. It is important to ensure that you are aware of your organizations induction process before new employees start. By inducting your employees properly you will find that they contribute more effectively to your team.

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What is an Induction Program

Each induction program should be specific to the needs of the organization and the new employee. However, the following is usually covered in an induction program: 1 2 3 4 5 6 7 8 9 Introduction to team leader or direct manager Performance standards and expectations of new employee Work times Introduction to team members Team roles and responsibilities Introduction to other employees Organizational chart Layout of office(s) Security issues and access to the office

10 Safety procedures.

Evaluation
There are many reasons why contracts are terminated. Low turnover can be one indication of good recruitment and selection practice. Exit interviews can provide qualitative information on what impact the recruitment and selection experience had on the employee. Employers should look at three key issues when evaluating the effectiveness of recruitment and selection practice: 1 Cost-effectiveness 2 Meeting legislative requirements

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3 Monitoring performance

Cost-effectiveness
When calculating the cost of recruitment, employers should consider: 1 2 3 4 Advertising Opportunity costs - including time taken to filter applicants and interview Testing Administration - including reference checking

Monitoring performance
An evaluation of the following issues will help employers determine their success in managing the performance of new recruits 1 2 3 4 5 Line manager reports Employee feedback Appraisal data Customer feedback Promotion

On an average, 5days are spent on whole of the screening process. Time spent on whole of recruitment process is 15days and it is level specific. Recruitments are open until the position is filled; in this situation, applicants are reviewed and interviewed on a regular basis until an eligible candidate can be selected and appointed to the available position. HR there calls the short listed candidates for

48

interview. There are three rounds of interview that are individual interviews. Member of HR department, head of department and member of functional team for which you are hiring for take interview. The candidate is assessed and evaluated by top management and if candidate is selected, reference check is done. Selected candidates are informed and given the offer letter either on the spot or on the next day. The concerned person is intimated either through phone call or through e-mail. HR department informs the concerned department about the joining date of the candidate and also send information to all employees about the new joinee through a well-drafted mail, which is known as Parichay. Once the candidate joins, reference check with employer has to be done.

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CHAPTER-15 Analysis of results

This survey aims at understanding the current status and perception of recruitment, selection and induction process. This analysis of results is obtained through a sample size of 10 organizations, which has been mentioned below: 1 2 3 4 5 6 7 8 9 Tata Indicomm Hutch Idea Cellular ICICI Bank Apollo International Ltd Glaxo SmithKline Orient Craft Punj Lloyd Colwell and Salmon Communications (India) Ltd

10 Wipro Spectramind

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QUESTIONAIRE

Ques-1 Is there any well defined Recruitment Policy?

Yes 100%

No 0%

Is there any Recruitment Policy?

0% YES NO 100%

51

Ques-2 In your organization, is the manpower requirement identified well in advance?

Yes 100%

No 0%

Identification of Manpower requirement in advance

0% YES NO 100%

Interpretation:
1 2 3 The entire sample have well defined recruitment policy and with proper documentation. In Colwell and Salmon Communications Ltd, HR department conducts meeting every week to discuss the weekly requirements, if any. Wipro Spectramind has monthly target whereas Glaxo Smithkline have proper business plan for manpower requirement.

Ques-3 What are the ways that you use to recruit applicants? 52

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj LLoyd ICICI Bank Colwell & Salmon Communications Ltd Wipro Spectramind

Advertising Internal Placement Through Employee Campus X X X X X Posting Agencies Internet X X Referrals X X X X Recruitments X X X X X X

NOTE: in the table denotes YES and X denotes NO. And these signs will be used further also in our tables. Ways to Recruit Applicants Total 4 Advertising Internal Posting 9 Placement Agencies 10 Through Internet 7 Employee Referrals 5 Campus Recruitments 3

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Ways to Recruit Applicants

Advertising Internal Posting

13% 18%

8%

11% 24%

Placement Agencies Through Internet Employee Referrels

26%

Campus Recruitments

Interpretation: 1 26% of the sample recruits applicants through placement agencies. 2 24% of the sample recruits applicants through Internal Posting. 3 18% of the sample recruits applicants through Internet. 4 13% of the sample recruits applicants through Employee Referrals. 5 11% of the sample recruits applicants through Advertising 6 8% of the sample recruits applicants through Campus Recruitment

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Ques-4 How do you inform about the job requirement for each position to all sources of recruitment?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind Source of Communication Total

Phone X X X X X X

Emails X

Phone 4

E-Mail 9

Interpretation: 1 69% of the sample uses Email to inform about the job requirement for each position to all sources of recruitment.

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2 31% of the sample uses Email to inform about the job requirement for each position to all sources of recruitment. 3 Glaxo Smithkline, Colwell and Salmon Communications Ltd and Wipro Spectramind uses both phone and well drafted email to inform about the job requirement for each position to all sources of recruitment.

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Ques-5 How do you come to know about any vacant position or manpower requirement in any department?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind

Through HODs X X

Directly through Resignations X X X

Manpower Requisiton Form X X X X X

Manpower Requirement Total

Through HODs 8

Directly through Resignations 7

Human Resource Information System 3

Manpower Requirement
Through HODs 44% 39% Directly through Resignations Human Resource Information System

17%

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Interpretation: 1 2 3 44% of the sample of the sample comes to know about manpower requirement through HODs with the help of Manpower requisition forms. 39% of the sample comes to about vacant position through resignations. 17% sample use human resource information system.

58

Ques-6(a) Usually, how much time is spent in the recruitment process? Is it level specific? Are there any level wise time limits for vacancy filling?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind Time spent in Recruitment Process Total

7-15 days X X X X X

15-20 days X X X X X X X

15days-40 days X X X X X

1-2month X X X X X X

7-15 days

15-20 days

X 15days-40 days

X 1-2month

Time Spent in Recruitment Process

20%

33%

27% 20%

7-15 days 15-20 days 15days-40 days 1-2month

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Interpretation: 1 33% of the sample spent 7-15 days in the recruitment process. 2 27% of the sample spent 15-40 days in the recruitment process. 3 20% of the sample spent 15-20 day,1-2 months in the recruitment process depending upon the level of job position. 4 Hutch takes 15 days turnaround time for replacement positions, 25days turnaround time for new positions and for senior positions take up to 1-2 months. 5 Idea Cellular take 1 week for non-technical positions and 15-20 days for technical positions. Recruitment process in the entire sample is level specification

Ques-6 (b) Is the recruitment process same for all in the organization?

Yes 67%

No 33%

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Identical Recruitment Process for all Positions

Yes

33%
NO

67%

Interpretation: 1 67% sample use same recruitment process for the entire job positions. 2 33% samples do not use same recruitment process for all job positions at all level

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Ques-7 What criteria does your organization use for short listing the candidates?

Name of the organization

Work Ex, Education, Reference & Industry Experience X X X X X

Work Ex, Education, Reference X X X X X X

Work Ex, Education

Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind Criteria for Shortlisting the Candidate

X X X X X X X

X Work Ex, Education, Reference & Industry Experience 4

X Work Ex, Education, Reference

Work Ex, Education

Total

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Criteria for Shortlisting The Candidate

Work Ex, Education, Reference & Industry Experience Work Ex, Education, Reference Work Ex, Education

30%

40%

30%

Interpretation: 1 40% of the sample use work experience, education, reference and industry experience for short-listing the candidate. 2 30% use work experience, educational qualifications, and references. 3 30% use work experience and educational qualifications. 4 Hutch takes into consideration while shortlisting the candidate is his current role whether relevant or not. 5 Wipro Spectramind makes ensure whether a person is comfortable with 24*7 environment or not.

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Ques-8 On an average how much time is spent on screening process?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind

2-3 days X X X X X X

3-5 days X X X X X X

Depends on the kind of Requirement. X X X X X X

Time spent on the screening process Total

2-3 days 3

3-5 days 4

Depends on the kind of Requirement. 3

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Time spent on the Screening Process 2-3 days 30% 30%

3-5 days

40%

Depends on the kind of Requirement.

Interpretation: 1 40% of the sample spent around 3-5 days in the screening process. 2 30% of the sample spent 2-3 days in the process and 3 Rest 30% of the sample spent time depending upon the kind of requirement and also time spent by functional head in screening the resumes.

65

Ques-9(a) Is there a fixed recruitment budget every year?

Yes 100%

No 0%

Is there Fixed Recruitment Budget Every Year.

0% Yes No 100%

Interpretation: 1 Every sample have fixed recruitment budget every year.

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Ques-9 (b) How often are these budgets exceeded?

Recruitment Budget Exceeded Total

Frequently 1

Rarely 4

Never 5

Recruitment Budget Exceeded

10% Frequently Rarely Never

50%

40%

Interpretation: 1 2 Recruitment budget of 50% sample has never exceeded but there is 40% 10% of the samples recruitment budget has exceeded frequently.

sample whose recruitment budget has rarely exceeded.

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Ques-10 (a) Does your organization proactively seeks feedback so as to improve the hiring process and the employment standards?

Yes 100%

No 0%

Organization Proactively seeks Feedback.

0% Yes No 100%

Interpretation: 1 All the 10 organizations proactively seek feedback so as to improve the hiring process and the employment standards.

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Ques-10 (b) How often is the hiring process reviewed?

Hiring Process Reviewed

0% Frequently Never 100%

Interpretation: 1 All the 10 organizations review their hiring process frequently.

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Ques-11 Are outstation candidates reimbursed for their travel to interview location?

Yes 100%

No 0%

Reimbursement of Travel Expenses of Outstation candidates 0% Yes No 100%

Interpretation: 1 All the 10 organizations reimbursed travel expenses to interview location of outstation candidates.

Ques-12 (a) Do you give preference to internal employees while recruiting at higher 70

level.

Yes 100%

No 0%

Preference to Internal Employees while Recruiting at higher level.

0%
Yes No

100%

Interpretation: 1 All the organizations give 100% preference to internal employees while recruiting at higher levels through IJPs.

Ques-12 (b) When is the concerned person intimated?

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Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind Candidate intimated about the result Total

On the Spot

Next Day -

Through Consultants -

On the Spot 7

Next Day 3

Through Consultants 2

Candidate Intimated about the Result

On the Spot
17%

Next Day
25% 58%

Through Consultants

72

Interpretation: 1 58% of the sample intimates the candidate about the result on the spot i.e. on the day of his\her interview. 2 25% of the sample intimates the candidate next day about the result. 3 17% of the sample intimates the candidate through consultants about the result.

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Ques-13 How is the concerned person intimated?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind

By Phone Call

One to One

By mail\website -

How is the concerned person intimated Total

By Phone Call

One to One

By mail\website

74

How is the concerned person Intimated

7% 50% By Phone Call One to One By mail\website

43%

Interpretation: 1 2 3 50% of the sample uses phone call method to intimate the result to the candidate. 43% of the sample use one to one method to intimate the result to the candidate. 7% of the sample uses well-drafted E-mail to intimate about the result to the candidate.

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Ques-14 What different ways are used in the screening process?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind Tools used in Selection Process Total

Resume Scanning Systems

Application Shortlist

Telephone Screening Interview -

In-Person Screening Interview

Reference check

Resume Scanning Systems 3

Application Shortlist 7

Telephone Screening Interview 4

In-Person Screening Interview 9

Reference check 9

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Tools used in selection Process Resume Scanning Systems Application Shortlist 22% Telephone Screening Interview In-Person Screening Interview Reference check

28%

9%

28%

13%

Interpretation: 1 2 3 4 28% of the sample use In-Person screening interview and reference check as a tool for selecting a candidate. 22% of the organization use application shortlist for selection process. 13% of the organization use telephone-screening interview as one of the tool for selection process. 9% of the organization uses resume-scanning system as a way for selection process.

77

Ques-15 What technology you use during induction?

Name of the organization Tata Indicomm Hutch Idea Cellular Glaxo Smithkline Apollo International Orient Kraft Punj Lloyd ICICI Bank Colwell and Salmon Communications Ltd. Wipro Spectramind Techniques used during Induction Program Total

CD -

Presentations

Handbooks -

CD

Presentations

Handbooks

Techniques used during Induction Program

32%

21%
CD Presentations Handbooks

47%

78

Interpretation: 1 2 3 47% of the organization use presentations. 32% of the organization use handbooks. 21% of the organization use CD.

Others include Policy manuals, E-induction and LCD.

79

Ques-16 Do you handle all recruitments of your organization internally.

Yes 70%

No 30%

Handle all Recruitment of your organization internally.

30% 70%

Yes No

Interpretation: 1 2 70% of the sample handles all recruitments of the organization internally. 30% of the samples do not handle all recruitments of the organization internally.

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Analysis of Open-Ended Questions

Ques-17 How many rounds of interview are there for selection for each position? Are these individual interviews or panel interviews? Ans: - In most of the organizations there are 2-3 rounds of interview in which 2 rounds are of individual interviews and 1 round comprises of panel interview. Panel interview generally comprises of HR department, Head of department (HOD), Functional manager, CEO\MD depending upon the level and position of the requirement.

Ques-18 What modifications would you like to make in your induction process? Ans: - Most of the organizations want to make modifications in their induction process like1 2 3 4 5 Qualitative and involvement of top management to participate in the induction program. It should include overall induction of the employee with all the departments which makes him\her part of the organization i.e. sense of belongingness. To update the required policies and organization chart for effective induction. Cost-effective Conduct quarterly induction but want to make monthly.

There are few organizations that do not want to modify their induction program.

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Ques-19 What challenges did you face in the whole of the hiring process? Ans: - there are various challenges that are faced by the organizations during the hiring process and they are1 2 3 4 5 6 Good candidates from telecom industry. Qualitative and technical candidates. Specialization Attracting good talent at existing salary structure. Turn around time (TAT) to be met. Dynamic industry Some organizations face problem during misunderstanding of the job requirements by the consultants. Ques-20 Does induction include active learning sessions for e.g.: - team-building? Ans: - Yes, induction does include active learning sessions especially during induction of management trainees (MT) and graduate engineer trainees (GET). On the Job projects are given for this purpose. Ques-21 Members involved in recruitment and selection process are regularly trained and updated on equality legislation and good practice interview approaches, induction training, interviewing technology. Ans: - Members involved in recruitment and selection process are regularly trained and updated on equality legislation and good practice interview approaches, induction training, interviewing technology through proper training on selection skills, trainers who take induction keep changing the process to make sure the process is enhanced every time. There are interview skill modules, which are given to person who conduct interviews.

82

Ques-22 Do learners have an opportunity to give feedback on their induction experience? Ans: - In most of the organizations, learners have an opportunity to give feedback on their induction program. Organizations provide feedback forms based on various parameters, conduct tests. They make it a open forum where everybody can speak and express.

Ques-23 Do you conduct any special engagement program for the consultants? Ans: - Most of the organizations do not conduct such engagement program as they think they it is not cost- effective. Some of the organizations organize festival campaigning and giving their names in advertisement with the organization.

Ques-24 What all sources do you refer for the improvement in the recruitment and induction practices? Ans: - Sources referred by the organizations for the improvement in the practices are1 Training sessions 2 One to one feedback sessions 3 Industry as well as International benchmarking 4 Internal communication system

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Ques-25 What traits do you look for in a candidate? Ans: - The parameters that organizations look for in a candidate are:-

Tata Indicomm
1 Communication skills 2 Attitude 3 Work related knowledge 4 Competencies 5 Loyalty 6 Team spirit

Idea Cellular
1 Work related knowledge 2 Communication skills 3 Attitude 4 Job skill

Hutch
1 2 3 4 5 6 7 Communication skills Attitude Work related knowledge Competencies Loyalty Experience Team spirit

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Apollo international Ltd

1 2 3 4 5 Communication skills Work related knowledge Job skill Experience Talent

Orient Craft
1 2 3 Communication skills Work related knowledge Competencies

Punj Lloyd
1 2 3 Communication skills Work related knowledge Competencies

4 Experience

ICICI Bank
1 2 3 4 Communication skills Work related knowledge Competencies Experience

Glaxo Smithkline
1 The parameters they look for in a candidate are according to the job specification and job description.

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Colwell and Salmon Communications Ltd

1 Communication skills 2 Attitude 3 Job skill 4 Experience

Ques-26 What are the tools used in the selection process? Ans: - The tools that are used in the selection process are:-

Tata Indicomm
1 2 3 4 5 6 Random hiring Structured interview Unstructured interview Work sampling Knowledge and skill tests Assessment centers

Idea Cellular
1 2 Structured interview Knowledge and skill tests

Hutch
1 2 Unstructured interview Knowledge and skill tests

Apollo international Ltd

86

1 2 3

Structured interview Unstructured interview Application blank

Orient Craft
1 2 3 4 5 Structured interview Unstructured interview Work sampling Knowledge and skill tests Talent measures\Psychometric tests

Punj Lloyd
1 2 3 4 Structured interview Knowledge and skill tests Talent measures\Psychometric tests Application blank

ICICI Bank
1 2 3 Structured interview Talent measures\Psychometric tests Application blank

Glaxo Smithkline
1 2 3 4 Structured interview Knowledge and skill tests Talent measures\Psychometric tests Application blank

Colwell and Salmon Communications Ltd

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1 2 3 4 5

Structured interview Unstructured interview Knowledge and skill tests Application blank Assessment centers

Ques-27 What kind of induction you conduct for your employees? Ans :- The induction program conducted by various organizations are:-

Tata Indicomm
1 Organizational and functional induction.

Hutch
2 Classroom sessions and field visits.

Idea Cellular
3 Functional induction.

Glaxo Smithkline
4 Organizational, departmental and functional induction.

Apollo International Ltd.

5 Organizational induction.

Orient Craft Ltd

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Functional and HR induction.

Punj Lloyd
7 Organizational and functional induction.

ICICI Bank
8 Functional and HR induction.

Colwell and Salmon Communications Ltd.

9 Departmental induction.

Wipro Spectramind
10 Organizational and Departmental inductio

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CHAPTER-16 FINDINGS & RECOMMENDATIONS

Staffing is about "hiring the right people with the right skills at the right time for the right job." Committed, motivated, qualified employees are the backbone to achieve organizational objectives. Hiring the wrong person is a poor use of resources for recruiting and orienting a new staff member, and the cost is compounded when a hiring mistake erodes employee morale, disrupts work and perhaps even causes a valued employee to quit. Hiring the right people takes time and careful planning. And hiring efforts are more likely to pay off when the groundwork to support them is in place. It has been found that Recruitment and Induction process at Bharti is very transparent and flexible. 1 Internal factors has put more impact on managerial recruitment than external factors in the visited 10 organizations because internal factors are more within the control of the managers and thus more practicable. 2 Increase in demand of technical people emphasis given more on involvement of technological factors during recruitment. 3 The nature and extent of previous work experience formed the most important criteria for short-listing a candidate. 4 Structured interview and knowledge and skill tests were uniformly used most frequently in all the undertakings. 5 Telephone screening interview and application blanks were mostly used in preliminary screening of applicants. 6 Mostly, outside experts were not invited for conducting the employment interview.

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Psychometric testing is not used as tool for selection but undertakings do think it is a relevant process.

In most of the organizations, there was no formal training for recruitment, selection process and good practice interview approaches, induction training and interviewing technology.

Recommendations

Psychometric testing should be used as one of the most promising potential tool for the selection process to strengthen their future managerial selection programmes.

There should be some modifications to be made in the induction program Induction should include active learning sessions. Induction should include health and safety responsibilities in the workplace. There should be a separate procedure for the learners to contact if they feel that they are being treated unfair.

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Bibliography

1. Khanna, P.K. (10 June, 2007); Recruitment Policies A Challenge for organizations; TIMES OF INDIA 2. www.acas.org.uk www.ci.yuma.az.us www.peoplemanager.com www.airtelworld.com 3. Das, R.P. (2000): Benchmarking Techniques; New Delhi: NEW AGE PUBLISHERS 4. Handbook for Managerial Recruitment and selection 5. Bharti HR Policy Manual

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