INTRODUCTION

Recruitment is the process oI attracting individuals on a timely basis in suIIicient

numbers and with appropriate qualiIication, to apply Ior jobs with an organization.
The process oI searching prospective employees with multidimensional skills and
experience that suits organization strategies in Iundamental to the growth oI the
organization, this demands more comprehensive strategic perspective recruitment.
Organizations require the services oI large number oI personnel, these personnel
occupies the various positions created to the process oI organization. Each position
oI the organization has certain speciIic contributions to achieve the organizational
objectives.
The recruitment process oI the organizational has to be strong enough to attract and
select the potential candidates with right job speciIication. The recruitment process
begins with human resource planning and concludes with the selection oI required
number oI candidates, both HR staII and operating managers have responsibilities
in the process

CHAPTER III
OB1ECTIVE OF THE STUDY

PRIMARY OB1ECTIVE:
The primary objective oI the study is to 'analyse and evaluate selection
process Ior BHARTI AIRTEL.
SECONDARY OB1ECTIVE:
O To study about the Iactors that aIIect recruitment.
O To Iind out the sources used Ior recruitment in BHARTI AIRTEL.
O To know about the criteria used Ior selecting the candidates sources oI
recruitment.
O To Iind out the types oI tests and purpose oI tests used Ior selection
Ior BHARTI AIRTEL.
O To know about the time taken Ior the recruitment and selection
process.

INDUSTRY PROFILE

BACKGROUND

Incorporation and history

Bharti Airtel Limited (Bharti Airtel` or the Company`) (Iormerly Bharti Tele-
Ventures Limited - BTVL`) was incorporated on July 7, 1995 under the laws oI
India Ior promoting investments in telecommunication services. Bharti Airtel
together with its subsidiaries is hereinaIter reIerred to as the Group`. The Group is
a leading telecommunication service provider in India. The Group`s principal
shareholders include Bharti Telecom Limited, Singapore Telecommunication
International Pvt Limited and VodaIone International Holdings B.V.
The shares oI the Company are listed on the National Stock Exchange (NSE`) and
the Mumbai Stock Exchange (BSE`), India.
With eIIect Irom April 24, 2006, the name oI the Company has been changed Irom
Bharti Tele-Ventures Limited (BTVL`) to Bharti Airtel Limited (Bharti Airtel`).

VISION:
By 2010 Airtel will be the most admired brand in India:
Loved by more customers
Targeted by top talent
Benchmarked by more business.

BOARD OF DIRECTORS:

Sunil Bharti Mittal
Rajan Bharti Mittal
Akhil Gupta
Rakesh Bharti Mittal
Chua Sock Koong
Pulak Chandan Prasad
Bashir Abdulla Currimjee
Donald Cameron
Professor V.S Raju
O`Sullivan
Kurt Hellstrom
N. Kumar
Ajay Lal
Francis Heng
Arun Bharat Ram

Chairman and Managing Director
Director
1oint Managing Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director

PARTNERS:

Network
Equipment

Mobile Services Nokia, Ericsson
Telemedia
Services
Siemens, Corning, Nortel

Information Technology
IBM
Call Centre Operations IBM Daksh, Hinduja TMT, Teletech
& Mphasis
Equity Partner Strategic]
Singtel

Description of business
The current businesses oI the Group include:
mobile services
broadband and telephone services
enterprise services carriers; and
enterprise services corporate
Industry overview and licensing structure

The key regulations governing the Group`s businesses are detailed below:

Mobile services
In 1994, the telecommunications sector was partially deregulated
Ior Cellular Mobile Telephony Services (CMTS`).

The licenses were issued by the Department oI Telecommunications (DoT`) to the

Group upon payment oI Iixed amounts as annual license Iees and were valid Ior an
initial period oI 10 years. In addition, the Group was required to pay a Iixed
amount Ior wireless and spectrum charges to the Wireless Planning Commission
(WPC`) a section oI the DoT. This regime is collectively reIerred to herein as
the 'old license Iee regime.
Bharti Airtel Limited (Iormerly Bharti Tele-Ventures Limited) Notes to
Consolidated Financial Statements (Amounts in thousands, except per share data
and as stated otherwise) In September 2001, the DoT Iixed the license Iees payable
by the mobile service providers at 12 oI adjusted gross revenues (AGR`) as
deIined in the regulation, in category A circles, 10 in category B circles and 8
in category C circles. AGR has been deIined as the total income including service
revenues, Iinance income, and non-operating income, reduced by access and
interconnection costs, service tax and/or sales tax, iI applicable. The rates Ior
payment oI license Iees have since been Iurther revised and currently a licensee is
required to pay 10, 8 and 6 oI its AGR Ior A, B and C categories oI circles,
respectively

Broadband and telephone Services
In September 1994, the GoI announced guidelines Ior private sector
entry into the Iixed-line telecommunication services, which provided Ior the
granting oI licenses Ior the provision oI Iixed line services to one new licensee in
each oI the telecommunication circles. Within each circle, the new licensees would
compete with Mahanagar Telephone Nigam Limited (MTNL`) (in Delhi and
Mumbai) and Bharat Sanchar Nigam Limited (BSNL`) (in all other circles). The
licenses would be valid Ior a period oI 15 years. The Group obtained the licenses
Irom the DoT to provide Iixed line services in Madhya Pradesh, Delhi, Haryana,

arnataka and Tamil Nadu circles. These licences were granted by the DoT on a
non-exclusive basis.
The revenue share percentages have been Iixed by the GoI at 10, 8 and 6 oI
the AGR Ior A, B and C categories oI circles, respectively.

Amendment to NTP 99: Introduction of a Unified Licensing Regime
In November 2003, the DoT decided to issue licenses Ior UniIied
Access (Basic and Cellular) Services. The services under UASL license cover
collection, transmission and delivery oI voice/non-voice messages in designated
service areas and include provision oI all type oI access services utilizing any type
oI network equipment.
Considering the option available to migrate to the new UASL regime, the Group
migrated its CMTS licenses in Chennai, Delhi, olkata, Mumbai, Gujarat,
Haryana, Himachal Pradesh, erala, Madhya Pradesh, Maharashtra, Tamilnadu,
Uttar Pradesh (West), Andhra Pradesh, arnataka and Punjab to UASL aIter
obtaining the necessary approvals Irom the DoT with eIIect Irom April 27, 2004.
Further, the Group surrendered its Basic Service Licenses in Delhi, Haryana,
arnataka and Tamilnadu eIIective October 1, 2004 and in Madhya Pradesh with
eIIect Irom December 12, 2004. The Group continues to provide basic services in
these circles on the basis oI the UASL that it had received Ior these circles
resulting Irom the conversion oI the mobility licenses. The service area, roll out
obligations, bank guarantees and revenue share payable as license Iees by a UASL
licensee are the same as speciIied Ior a Iourth cellular operator.

National and International Long Distance

On November 29, 2001, the Group entered into a license agreement
with the DoT, on a non-exclusive basis, to install, operate and maintain national
long distance services (NLD`) within India. The license is valid Ior a period oI 20
years extendable Ior a period oI 10 years. The Group commenced data services in
December 2001 and voice services in January 2002. In addition to the entry Iees,
the annual license Iees were in the Iorm oI a revenue share at 10 oI its AGR plus
a prescribed contribution towards a Universal Service Obligation Fund (USO`)
with a maximum Iee at 15 oI its AGR. The rate Ior payment oI license Iee has
been revised Irom 15 to 6 with eIIect Irom January 1, 2006.
In March 2002, the Group was awarded a license to provide International Long
Distance (ILD`) services. The license is valid Ior a period oI 20 years. The Group
commenced ILD operations in July 2002. The rate Ior payment oI revenue share
license Iee has been revised Irom 15 to 6 with eIIect Irom January 1, 2006.
- 10 - Bharti Airtel Limited (Iormerly Bharti Tele-Ventures Limited) Notes to
Consolidated Financial Statements (Amounts in thousands, except per share data
and as stated otherwise)

Interconnection between Operators
The Group has entered into interconnect agreements with BSNL and
other private sector operators Ior terminating outgoing calls Irom its network. The
interconnection agreements with BSNL require the Group to make payments based
on the number oI points oI connectivity with BSNL`s network and permit sharing
oI revenue generated by outgoing calls. The Group`s interconnection agreements
with other private sector operators are based on mutually agreeable terms and
conditions.

Interconnection between operators is now governed by the Interconnect Usage

Charges (IUC`) Regulation, released by the Telecom Regulatory Authority oI
India (TRAI`), which deIines charges payable on the principle oI origination,
carriage and termination. The IUC Regulation has been revised by the TRAI Irom
time to time.

ORGANISATION CHART

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RECRUITMENT PROCESS:

In sourcing:
Companies recruit the candidates and, employ them, train and develop them and
utilize the human resources oI these candidates. This strategy is called In-sourcing.
Companies Iormulate and implement this strategy when the corporate strategy is
stable.

Out sourcing:
Some service companies depend Ior their human resources on such external
organization whose core business is to provide human resources. This strategy is
called Out-sourcing. Out-sourcing strategy is more suitable Ior both the Iast
growing and diversiIying companies.
To search Ior talent globally and not just within the company.
To design entry pay that competes on quality but not on quantum.
To anticipate and Iinal people Ior positions that do not exists yet.

RECRUITMENT TECHNIQUES IN BHARTI AIRTEL:
Recruitment techniques are the means or media by which the management contacts
prospective employees or provides necessary inIormation or exchange oI ideas
order to stimulate them to apply Ior jobs.

FACTORS THAT ARE CONSIDERED WHILE RECRUITING IN BHARTI
AIRTEL:

O Determining which characteristics that diIIerentiate people are most

important to perIormance.
O Measuring those characteristics.
O Deciding who should make the selection process.
O Time eIIective and economical.

1OB SPECIFICATION:
Qualification required for the post of project trainee:
O The educational qualiIications that are needed Ior a telecom industry is ITI
level,
diploma , B.E and M.E.
O He should have a good and sound technical knowledge.
O The candidate must be within the age limit oI 20 to 25.

ANALYSIS OF RECRUITMENT AND SELECTION PROCESS FOR
PRO1ECT TRAINEES IN BHARTI AIRTEL:

PROCEDURE FOLLOWED WHEN A VACANCY ARISES:



%he vacancy is informed







%he M.D. gives permission for
Recruitment.









PROJECT MANAGER
GENERAL MANAGER
MANAGING DIRECTOR
HR MANAGER
$tarts the recruitment

STEPS IN RECRUITMENT PROCESS:

$tep 1:
Whenever there is a vacancy in the company Iirst it will be known by the
project manager.
The project manager inIorms about the vacancy to the general manager.
$tep 2:
Once the general manager comes to know about vacancy in the company he
will inIorm it to the chairman to get the approval oI recruitment.
$tep 3:
AIter getting the recruitment approval the process will be carried by the HR
manager. Moreover the recruitment oI the company internally, that is the existing
employee will be given Iirst priority.











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SELECTION PROCESS:
GENERAL CRITERIAS THAT ARE CONSIDERED FOR THE
SELECTION OF SOURCES:




INTERNAL SOURCES:
1) !resent permanent employees:
The company considers the candidates Irom their sources Ior telecom
industry because,
a) Availability oI most suitable candidates
b) The policy oI the organization to motivate the present
employees.
2) Retired employees:
Generally the organization takes the candidates Ior the employment
Irom the retired employees due to obligation. Some times the
company re-employees the retired employee as a token oI their loyalty
to the organization.


COST
CRITERIAS
TIME

EXTERNAL SOURCES:
1) ob centers :
This is a network covering most cities acting as agent Ior potential
employers. They are the private employee exchange; job centers help
the candidates in knowing more about the company throughout the
country.
2. Outplacement consultants:
These are the consultants just like the employment exchange. In this
job consultants can register their name and when there is a sent Ior
interview. Actively seeking to place and may provide training
required. Available when recruitment needed.
3) ewspaper :
Whenever there is recruitment in the company it will be advertised in
the newspaper. Since only the newspaper is the source oI reaching the
inIormation to all the people.
) nternet:
Internet is the modern mode oI recruitment. II a company wants to
place or Iill a vacancy within a short period oI time through the
external source then internet is the best source.

REASONS FOR SELECTING THE SOURCES:

REFERRALS:
O ReIerrals are the existing employees working in the same organization.
Bharti Airtel select reIerrals as their source since it are an economical
way oI recruiting.
O This is also a Iastest means oI recruitment.
O In case oI emergency to place an employee in particular position can be
done easily through reIerrals. Since reIerrals they bring candidates Ior
the job Irom outside.
2. NEWSPAPER:
O Newspaper is a media through which inIormation can be spread all over
the country.
O Job seekers are able to get inIormation about the vacancies through
newspapers.
O Newspapers are cost eIIective.
O Coverage is high.
3. INTERNET:
O Internet is a modem source used Ior recruiting the candidates.
O The time consumed in giving the inIormation and making it to reach the
people is less.

O Internet is selected as a source oI recruitment Ior the Iollowing reasons

also.
O It is a Iastest means oI source.
O Coverage is high.

4. CONSULTANTS:
O Consultants are a source through which more number oI candidates can
be recruited and selected.
O Consultants help organization at the when there is a emergency.
O It is also selected Ior the Iollowing reasons.
1. Cost eIIective.
2. Time taken is less.
3. It is easy source since it will have the candidates all the time
which will help during emergency period.
SELECTION PROCESS:
INTERNAL SELECTION:
The candidates who are being selected internally need not undergo the
selection process. Since the company already knows the employees ability.
Only iI the existing employee is good technical ability he will be selected and the
selection will be done to Iill the vacancy.

Moreover iI there is a vacancy in the company Iirst they will try to Iill it internally.
The team leaders who works under the project managers will be given priority,
since he know what he works is, how to deal the clients, etc.

CRITERIAS THAT ARE CONSIDERED FOR INTERNAL SELECTION IN
BHARTI AIRTEL:

The revenues the existing employee made.
His eIIiciency.
The employee`s technical ability.
Work experience oI the employee.
Doing the selection internally is cost eIIective.
Time is not wasted.
The selection process in company reIers to the person come through external
source oI recruitment has to undergo the above selection process; this selection
process has a series oI hurdles which the applicants has to undergo iI they are
selected.

EXTERNAL SELECTION PROCESS:

PROCESS:
TESTS (TECHNICAL INTERVIEW
The test reIers here is technical test. Bharti Airtel conduct test Ior the qualiIied
candidates aIter they are screened on the basis oI the application blanks so as
measure the candidate`s ability in technical side.





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PANEL INTERVIEW:
This is a interview where the selection members will interview the candidate, here
the real capacity oI the applicant will be revealed. Because a series oI question will
be asked as quickly as possible and the applicant has to satisIy the panel members
through his answers.
The panel interview will be an unstructured one.

DIRECT INTERVIEW:
This is the Iinal round oI the entire selection process. In this round the personal
details oI the candidates, his expectation towards the company will be known and
according to the applicants attitude towards the job the applicant will be selected.

PURPOSE OF THE TEST:
The purpose oI this test is to know the technical ability oI the candidate.
INTERVIEW:
OB1ECTIVE OF THE INTERVIEW:
To know the inIormation about the candidates.
To provide the candidates with the Iacts oI the job and the organization.
To judge the suitability oI candidates to the job.
To see the inner selI and Ieelings oI the candidates.

TYPES OF INREVIEWS THAT ARE ADOPTED DURING SELECTION

PROCESS IN BHARTI AIRTEL:
MEMBERS INVOLVED IN THE EXTERNAL SELECTION PROCESS:
Tests technical engineers
Technical interview HR manager and senior technical persons.
Panel interview HR managers, HR persons, project Manager
Direct interview project Manager.
For test, and technical interview the questions will be designed oI Bharti Airtel.
The selection process will be done externally by the company only when there are
no suitable candidates in the company.
For example when the team leaders lack in technical ability, experience,
perIormance or the company looks Ior external selection.

BUDGET ALLOCATED FOR RECRUITMENT AND SELECTION
PROCESS IN BHARTI AIRTEL:
The budget Ior the recruitment and selection process Ior company will be allotted
every year. Around 25 oI the proIit is been allotted Ior the recruitment and
selection process as a whole in a year Ior the company (Bharti Tele ventures Pvt
Ltd) including Bharti Airtel. Since candidates will be recruited every year Ior other
designations also.

CONCLUSION
Recruitment as being one oI the major topics is required by most oI the
organization, hence the study helped in understanding the various aspects oI
recruitment and selection process.
In the BHARTI AIRTEL the sources oI recruitment is eIIective, the internal
selection oI the organization also in an economical means which also reduce costs,
only aIter looking the eIIiciency oI the existing employee towards the company
and his sincerity that employee will be selected, in BHARTI AIRTEL the eIIective
selection process is adopted in the last 5 years. It can be retained as such.

BIBLIOGRAPHY
REFERENCE BOOKS:
Subba rao, personal\ human resource management\4
th
edition\ onark
publishers
Len holden , personal\ human resource management\5
th
edition\ Mac
millan publishers
V.S.P. RAO, personal\ human resource management\8
th
edition\ onark
publishers
WEBSITE:
www.wikipedia.com
www.ahrd.com
www.google.com