A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS IN AIRTEL

At Airtel . Bhopal, (M.P.)

FOR THE PARTIAL FULFILLMENT OF MASTERES IN BUSINESS ADMINISTRATION 2009-2011

SUBMITTED TO:
MR. ABC

SUBMITTED BY:
AKSHAY KUMBHARE

M.K.PONDA COLLEGE OF BUSINESS AND MANAGEMENT

PREFACE
The research provides an opportunity to a student to demonstrate knowledge, skill and competencies required during the project. The training project helps to know the problems in the organization and to suggest them how to get rid of those problems.

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

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

AKSHAY KUMBHARE

ACKNOWLEDGEMENT

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

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

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

AKSHAY KUMBHARE

DECLARATION
I hereby declare that, this project title RECRUITMENT AND

SELECTION PROCESS IN AIRTEL is a genuine & bonafide project

prepared by me in partial fulfillment of Master Degree in Business Administration.

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

To best of my knowledge, this project work has not been submitted by anyone else in any other institute or university.

Date : Place : Bhopal

AKSHAY KUMBHARE MBA (2nd SEM)

COMPANY PROFILE

BHARTI AIRTEL LIMITED

Type Industry Founded Founder(s) Headquarters Area served Key people

Public (BSE: 532454) Telecommunications 7 July 1995 Sunil Bharti Mittal New Delhi, India Asia & African countries Sunil Mittal (Chairman) and (MD) Sanjay Kapoor (CEO) Wireless Telephone Internet Satellite television US$ 7.254 billion (2009)

Products

Revenue

BHARTI AIRTEL LIMITED

Operating income Net income Total assets Employees Parent

US$ 2.043 billion (2009) US$ 1.662 billion (2009) US$ 11.853 billion (2009) 25,543 (2009) Bharti Enterprises (63.56%) SingTel (32.04%) Vodafone (4.4%) Airtel.in

Website

BHARTI AIRTEL LIMITED

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

BHARTI AIRTEL LIMITED

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

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

3 countries in the Indian Subcontinent:

Bangladesh, India and Sri Lanka

15 countries in Africa:

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

DIRECTORS PROFILE

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

BHARTI AIRTEL LIMITED

VISION AND PROMISE

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

MISSON
Company will meet the mobile communication needs of his customer through error-free service delivery. Innovative products and services, Cost efficiency Unified messaging solution.

ORGANIZATION STRUCTURE OF AIRTEL

AIRTEL MANAGEMENT TEAM

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

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

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

SHAMINI RAMALINGAM S. ASOKAN SRIKANTH BALACHANDER ATUL BINDAL JYOTI PAWAR

Director internal assurance of bharti airtel limited. Executive director Chief financial officer President mobileservices Director legal and regulatory of bharti airtel limited supply chain

JOACHIM HORN

Executive director network services group,

KRISHNAMURTHY SHANKAR Director human resources AMRITA GANGOTRA Director it (india & south asia)

LIST OF COUNTRIES IN WHICH AIRTEL OPERATES

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

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

Burkina Faso

http://www.bf.zain.com

Airtel in Burkina Faso is the dominant player with 1,433,000 customers representing 50% market share

Chad

http://www.td.zain.com

A pioneer in the Chadian telecom industry, Airtel in Chad is the no. 1 operator with 69% market share.

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

Gabon

http://www.ga.zain.com

The rapidly growing mobile sector in Gabon grew by 16.5 percent from 2007 to 2008 according to statistics from the Bank of Central African States. Airtel in Gabon has 829,000 customers and its market share stood at 61%.

Ghana

http://www.gh.zain.com

Airtel in Ghana has over 1 million customers.

India

http://www.airtel.in

Kenya

http://www.ke.zain.com

Airtel Kenya customers stand at 2,418,000 million with 17% market share.

Madagascar http://www.mg.zain.com

Airtel holds second place in the mobile telecom market in Madagascar, has a 39% market share and over 1.4 million customers.

Malawi

http://www.mw.zain.com

Airtel in Malawi is the market leader with a market share of 72%.

Niger

http://www.ne.zain.com

Airtel in Niger is the market leader with a 68% market share.

Nigeria

http://www.ng.zain.com

Republic of http://www.cg.zain.com the Congo

Airtel in Congo is the market leader with a 55% market share.

Sierra Leone

http://www.sl.zain.com

Sri Lanka

http://www.airtel.lk

Tanzania

http://www.tz.zain.com

Airtel in Tanzania is the market leader with a 38% market share.

Uganda

http://www.ug.zain.com

Airtel in Uganda stands as the no. 2 operator with a market share of 38%.

Zambia

http://www.zm.zain.com

SUBSCRIBER BASE IN INDIA

The Airtel subscriber base according to Cellular Operators Association of India (COAI) as of May 2010 [13] was: Metros Chennai - 2,704,067 Delhi - 6,204,025 Mumbai - 3,066,905 Kolkata - 2,821,065

"A" Circle Andhra Pradesh - 13,547,616 Gujarat - 5,760,204 Karnataka - 13,209,270 Maharashtra - 6,701,424 Tamil Nadu - 8,423,702

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

"C" Circle Assam - 2,570,283 Bihar - 11,652,206 Himachal Pradesh - 1,346,666 Jammu and Kashmir - 1,976,568

North Eastern States - 1,538,853 Orissa - 4,373,802

ACHIEVEMENTS OF AIRTEL

(1)Airtel

is the 5th largest mobile operator in the world.

(2)Presence

in 18 countries.

(3)Airtel

in telecom,internet,television.

(4)Members

of the Bridge Alliance

(5)

BSE Sensex companies of India.

(6)

S&P CNX Nifty companies of India.

(7)On

May 9, 2009 Airtel signed a major deal with Manchester United Football Club. As a result of the deal, Airtel gets the rights to broadcast the matches played by the team to its customers.

(8)Bharti

Airtel signed a five-year deal with ESPN Star Sports to become the title sponsor of the Champions League Twenty20 crickettournament. The tournament itself is named "Airtel Champions League Twenty20.

INTRODUCTION TO

PROJECT

INTRODUCTION TO PROJECT
RECRUITMENT AND SELECTION RECRUITMENT Recruitment is the process concerned with the identification of sources from where the personnel can be employed and motivating them to offer themselves for employment. Werther and Davis have defined this as follows; Recruitment is the process of finding and attracting capable applicants for employment. The Process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. Lord has defined, Recruitment is a form of competition. Just as corporations compete to develop, manufacture, and market the best product or service, so they must also compete to identify, attract and hire the most qualified people. Recruitment is a business, and it is big business. Thus, recruitment process is concerned with the identification of possible sources of human resource supply and tapping those sources.

SELECTION
Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting the unfit candidates, or a combination of both. Selection involves both because it picks up the fits and rejects the unfits. In fact, in Indian context, there are more candidates who are rejected than those who are selected in most of the selected processes. Therefore, sometimes, it is called a negative process in contrast to positive program of recruitment. Stone has given a formal definition; Selection is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. Difference between Recruitment and Selection At this stage, it is worthwhile to understand difference between recruitment and selection as both these terms are often used together or sometimes interchangeably. Flippo described in the following statement: Recruitment is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio, i.e., the number of applicants for a job. Selection, on the other hand, tends to be negative because it rejects a good number of those who apply, leaving only the best to be hired. GOALS OF RECRUITMENT To attract highly qualified individuals. To provide an equal opportunity for potential candidates to apply for vacancies. GOALS OF SELECTION To systematically collect information about to meet the requirements of the advertised position. To select a candidate that will be successful in performing the tasks and meeting the responsibilities of the position. To engage in hiring activities that will result in eliminating the under utilization of women and minorities in particular departments. To emphasize active recruitment of traditionally under represented groups, i.e. individuals with disabilities, minority group members, women, and veterans.

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

1. Advertisement -: Advertisement is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspaper, bulletins, etc, is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these job 2. Employment Agencies -: Many organizations get the information about the prospective candidates through employment agencies. In our country, two types of agencies are operating: public employment agencies and private employment agencies. Public Employment Agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get

themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semi-skilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc. Private Employment Agencies : There are many consultancy and employment agencies like ABC consultants, Personnel and productivity services, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions personnel on behalf of various organizations. They charge fees for this purpose. 3. On campus Recruitment -: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified. 4. Employee recommendations -: Employee recommendation can be considered to the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities. 5. E Hiring -: Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose profiles match with the recruiters requirement are contacted through email or by telephone for further interview process. 6. Gate Hiring -: The concept of gate hiring is to select people who approach on their own for employment in the organization. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. It can be made effective by prompt disposal of applications, by providing information about the organizations policy and procedures regarding such hiring and providing facilities to +such gate callers. It is not necessary that a particular organization will utilize all sources to employ people of all types. Some of the sources are more useful for a particular category of employees. For example, advertisement and e-hiring

are more useful for employing managerial personnel. SELECTION PROCESS A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. A standard selection process has the following steps:

1. Screening of Applications -: Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal bio-data, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organization. 2. Selection Tests -: Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement

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

months to two years. During this period, they are observed keenly, and when they complete this period successfully, they become the permanent employees of the organization. INTERVIEW Interview is selection technique that enables the interviewer to view the total individual and to appraise him and his behavior. It consists of interaction between interviewer and applicant. If handled properly, it can be a powerful technique in achieving accurate information and getting access to material otherwise unavailable. However, if the interview is not handled properly, it can be a source of bias, restricting or distorting the flow of communication. Interview is the most widely used selection technique because of its easiness. There can be several types of interviews: Preliminary interview is held to find out whether the candidate is required to be interviewed in more detail. Stress interview is directed to create situations of stress to find out whether the applicant can perform well in a condition of stress. Patterned interview is structured and questions asked are decided in advance. This is done to maintain uniformity in different boards of interviewers. Depth interview, also known as non-directive interviewer, covers the complete life history of the applicants and includes such areas as the candidates work experience, academic qualifications, health, interests, hobbies, etc. This method is informal, conversational with freedom of expression to the candidate PRINCIPLES OF INTERVIEWING Interview is the most frequently used technique for selection. However, it can give better results only when it is conducted properly. Following points can be taken into consideration to make an interview more effective: There should be proper planning before holding the interview, what way it will be conducted, on what basis the candidate is to be evaluated, and how much weight-age will be given to interview in the total selection process. Preparation on these lines avoids ambiguity and confusion in interviewing. There should be proper setting for conducting interview. The setting is required both of physical and mental nature. The physical setting for the interview should be comfortable and free from any physical disturbance. The mental setting should be one of rapport between interviewer and the

candidate. When the candidate feels at ease, the interview may be started. At this stage, the interview obtains the desired information and may provide the information sought by the candidate. The interviewer should ask questions in a manner that encourages the candidate to talk. He should listen to carefully when the candidate is furnishing the information. This gives an impression to the candidate that the interviewer is quite serious about him and he will do his best. The interview of the candidate should close with pleasant remarks. If possible, the interviewer should give an induction about the likely end of interview. Saying thanks, good wishes or similar things carries much better impression about the interviewer. Immediately after the interview is over, the interviewer should make an evaluation of the candidate. At this stage, the things are quite fresh mind. He can give remarks about the characteristics of the candidate or give grade or mark as the case may be. This will help the interviewer to make a comparative evaluation of all candidates easily. PLACEMENT AND INDUCTION After a candidate is selected for employment, he is placed on the job. Initially, the placement may be probation, the period of which may range from six months to two years. After successful completion of the probation period, the candidate may be offered permanent employment. After the initial placement of the candidate on the job, his induction is necessary. Induction is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the purposes, policies and practices of the organization, employees job and working conditions, salary, perks, etc. In other words, it is the process of introducing the employee to the organization and vice versa. Induction is required because of following reasons: 1. When a new employee joins an organization, he is a stranger to the organization and vice versa. He may feel insecure, shy, and nervous in the strange situation. He may have anxiety because of lack of adequate information about the job, work procedures, organizational policies and practices, etc. In such a case, induction is needed through which relevant information can be provided; he is introduced to old employees and to work procedures. All these may develop confidence in the candidate and he may start developing positive thinking about the organization. 2. Effective induction can minimize the impact of reality shock some new

employees may undergo. Often, freshers join the organization with very high expectations which may be far beyond the reality. When they come across with reality, they often feel shocked. By proper induction, the new comers can be made to understand the reality of the situation. Every organization has some sort of induction program either formally or informally. In large organizations where there are well-developed personnel functions, often induction programmes are undertaken on formal basis, usually through the personnel department. In smaller organizations, this may be done by the immediate superior of the employees.

OBJECTIVES OF STUDY :

1. To learn the HR process of the organization 2. To study the recruitment policys and procedure
3.

To learn the ability to select a recruitment model that will improve the quality of the present and future workforce of the organization

4. To learn the framework around how to achieve recruitment objectives 5. SWOT Analysis of Bharti Airtel

HR PRACTICES IN AIRTEL- OVERVIEW

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

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

BHARTI AIRTEL RECRUITMENT PROCESS

Executive Summary The objective of Recruitment is to ensure precisely channeled selection of resources, to enable achievement of the companys business goals. Project Report primarily deals with the study of recruitment process in Bharti Airtel Services limited.. Methodology Research Methodology Survey Method was used for the study and research. Primary Data : Data was collected through questionnaire filled by the employees of BASL. Secondary Data : Data was obtained within the organization these included records maintained by BASL. Discussion with project guide and employers of BASL. (1)In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR & HODs at the end of financial year. (2)The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it is forwarded to recruitment manager. (3)Then the sourcing of CVs is done, through various methods. Then the initial screening, if the candidate is selected then he is supposed to fill JAF , and then get the JAF form and mark the date of functional Interview . Short listing of CVs as per requirement and then the candidates are called for the interviews. Then the candidates initial screening is done i.e. qualification of candidate is matched with the requirement. JAF is made to fill by the candidate.

Then comes the functional interview round which is taken by the functional manager. If he qualifies functional interview round then the candidate goes for the salary negotiation, which is done by the HR. At last the offer letter is issued to the selected candidate.

DATA ANALYSIS AND FINDINGS

Major Facts and Findings 1. In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GMHR & HODs at the end of financial year. 2. The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it is forwarded to recruitment manager. 3. The sourcing of CVs is done, through various methods. Then the initial screening, if the candidate is selected then he is supposed to fill JAF , and then get the JAF form and mark the date of functional Interview . Limitation Bias answers may be given by the employees who were asked to fill the questionnaire. Facts and Findings On the basis of research conducted on past employees of Bharti Airtel the following facts have been enumerated. The reasons given below are based on the questionnaire of employees of Bharti Airtel: From the questionnaire used for my research work, I observed and learnt a lot not only about the recruitment process in Bharti Airtel but also about other HR related issues and HR working there. The following pie-charts are the outcome of the questionnaire, prepared by me.

RECOMMENDATION To COMPANY

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

BIBLIOGRAPHY

BIBLIOGRAPHY
WEBSITES

1. Www.airtel.in 2. Www.wikipedia.org 3. Www.slideshare.net 4. Www.scribd.com

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

2.Managing human resources by diwedi,galgotia publishing

ltd. New delhi..

3.Research methodology by kothari, galgotia publishing

ltd. New delhi..