SMVDU

AIRCEL India’s Pioneer in Mobile Technology and Mobile services
CHAPTER-1
INDUSTRY PROFILE
The word telecommunication was adapted from the French word telecommunication. It is a
compound of the Greek prefix tele-, meaning 'far off', and the Latin communicare, meaning 'to
share'. Telecommunication is the transmission of signals over a distance for the purpose of
communication. In modern times, this process almost always involves the sending of
electromagnetic waves by electronic transmitters but in earlier years it may have involved the use
of smoke signals, drums or semaphore. Today, telecommunication is widespread and devices
that assist the process, such as the television, radio and telephone, are common in many parts of
the world. There is also a vast array of networks that connect these devices, including computer
networks, public telephone networks, radio networks and television networks. Computer
communication across the Internet, such as e-mail and instant messaging, is just one of many
examples of telecommunication.
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Telecommunication systems are generally designed by telecommunication engineers. Early

inventors in the field include Elisha Gray, Alexander Bell, Nikola Tesla, Guglielmo Marconi and
John Logie Baird. In recent times, optical fiber has radically improved the bandwidth available
for intercontinental communication, helping to facilitate a faster and richer Internet experience.
And, digital television has eliminated effects such as snowy pictures and ghosting.
Telecommunication remains an important part of the world economy and the telecommunication
industry's revenue has been placed at just under 3% of the gross world product.
The basic elements of a telecommunication system are:
• a transmitter that takes information and converts it to a signal for transmission

• a transmission medium over which the signal is transmitted
• a receiver that receives and converts the signal back into usable information
For example, consider a radio broadcast. In this case the broadcast tower is the transmitter, the
radio is the receiver and the transmission medium is free space. Often telecommunication
systems are two-way and devices act as both a transmitter and receiver or transceiver. For
example, a mobile phone is a transceiver. Telecommunication over a phone line is called point-
to-point communication because it is between one transmitter and one receiver,
telecommunication through radio broadcasts is called broadcast communication because it is
between one powerful transmitter and numerous receivers
Signals can either be analogue or digital. In an analogue signal, the signal is varied continuously
with respect to the information. In a digital signal, the information is encoded as a set of discrete
values (e.g. 1's and 0's). Telecommunications devices convert different types of information,
such as sound and video, into electrical or optical signals. Electrical signals typically travel along
a medium such as copper wire or are carried the air as radio waves. Optical signals typically
travel along a medium such as strands of glass fibers. When a signal reaches its destination, the
device on the receiving end converts the signal back into an understandable message, such as
sound over a telephone, moving images on a television, or words and pictures on a computer
screen
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A collection of transmitters, receivers or transceivers that communicate with each other is known
as a network. Digital networks may consist of one or more routers that route data to the correct
user. An analogue network may consist of one or more switches that establish a connection
between two or more users. For both types of network, a repeater may be necessary to amplify or
recreate the signal when it is being transmitted over long distances. This is to combat attenuation
that can render the signal indistinguishable from noise.
The shaping of a signal to convey information is known as modulation. Modulation is a key

concept in telecommunications and is frequently used to impose the information of one signal on
another. Modulation is used to represent a digital message as an analogue waveform. This is
known as keying and several keying techniques exist — these include phase-shift keying,
frequency-shift keying, amplitude-shift keying and minimum-shift keying. Bluetooth, for
example, uses phase-shift keying for exchanges between devices
History of GSM
The lack of a technological standardization prompted the European Conference of Postal and
Telecommunications Administrations (CEPT) to create the Groupe Special Mobile (GSM) in
1982 with the objective of developing a standard for a mobile telephone system that could be
used across Europe. In 1989, GSM responsibility was transferred to the European
Telecommunications Standards Institute (ETSI), and phase I of the GSM specifications were
published in 1990. The first GSM network was launched in 1991 by Radiolinja in Finland. By
the end of 1993, over a million subscribers were using GSM phone networks the growth of
cellular telephone systems started in the early 1980s, particularly in being operated by 70 carriers
across 48 countries
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The Global System for Mobile communications (GSM: originally from Groupe Special Mobile)
is the most popular standard for mobile phones in the world. GSM service is used by over 2
billion people across more than 212 countries and territories. The ubiquity of the GSM standard
makes international roaming very common between mobile phone operators, enabling
subscribers to use their phones in many parts of the world. From the point of view of the
consumers, the key advantage of GSM systems has been higher digital voice quality and low cost
alternatives to making calls such as the Short Message Service (SMS). The advantage for
network operators has been the ability to deploy equipment from different vendors because the
open standard allows easy inter-operability. Like other cellular standards GSM allows network
operators to offer roaming services which mean subscribers can use their phones all over the
world. GSM is a cellular network, which means that mobile phones connect to it by searching for
cells in the immediate vicinity. GSM networks operate in four different frequency ranges. Most
GSM networks operate in the 900 MHz or 1800 MHz bands. Some countries in the Americas
(including the United States and Canada) use the 850 MHz and 1900 MHz bands because the
900 and 1800 MHz frequency bands were already allocated.
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The GSM logo is used to identify compatible handsets and equipment
There are four different cell sizes in a GSM network - macro, micro, and Pico and umbrella cells.
The coverage area of each cell varies according to the implementation environment. Macro cells
can be regarded as cells where the base station antenna is installed on a mast or a building above
average roof top level. Micro cells are cells whose antenna height is under average roof top level;
they are typically used in urban areas. Picocells are small cells whose diameter is a few dozen
meters; they are mainly used indoors. Umbrella cells are used to cover shadowed regions of
smaller cells and fill in gaps in coverage between those cells.
The network behind the GSM system seen by the customer is large and complicated in order to
provide all of the services which are required. It is divided into a number of sections and these
are each covered in separate articles.
• The Base Station Subsystem (the base stations and their controllers).
• The Network and Switching Subsystem (the part of the network most similar to a fixed
network). This is sometimes also just called the core network.
• The GPRS Core Network (the optional part which allows packet based Internet
connections).
• All of the elements in the system combine to produce many GSM services such as voice
calls and SMS
The Base Station Subsystem (BSS) is the section of a GSM network which is responsible for
handling traffic and signaling between a mobile phone and the Network Switching
Subsystem. The BSS carries out transcoding of speech channels, allocation of radio channels
to mobile phones, paging, quality management of transmission and reception over the Air
interface and many other tasks related to the radio network
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The Base Transceiver Station, or BTS, contains the equipment for transmitting and receiving of
radio signals (transceivers), antennas, and equipment for encrypting and decrypting
communications with the Base Station Controller (BSC). Typically a BTS for anything other
than a picocell will have several transceivers (TRXs) which allow it to serve several different
frequencies and different sectors of the cell (in the case of sectorised base stations). A BTS is
controlled by a parent BSC via the Base Station Control Function (BCF).
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The Base Station Controller (BSC) provides, classically, the intelligence behind the BTSs.
Typically a BSC has 10s or even 100s of BTSs under its control. The BSC handles allocation of
radio channels, receives measurements from the mobile phones, controls handovers from BTS to
BTS
A key function of the BSC is to act as a concentrator where many different low capacity
connections to BTSs (with relatively low utilization) become reduced to a smaller number of
connections towards the Mobile Switching Center (MSC) (with a high level of utilization).
Overall, this means that networks are often structured to have many BSCs distributed into
regions near their BTSs which are then connected to large centralized MSC sites.
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CHAPTER – 2
COMPANY PROFILE
AIRCEL
The Aircel group is a joint venture between Maxis Communications Berhad of Malaysia and
Apollo Hospital Enterprise Ltd of India, with Maxis Communications holding a majority
stake of 74%.
Aircel commenced operations in 1999 and became the leading mobile operator in Tamil
Nadu within 18 months. In December 2003, it launched commercially in Chennai and
quickly established itself as a market leader – a position it has held since.
Aircel began its outward expansion in 2005 and met with unprecedented success in the
Eastern frontier circles. It emerged a market leader in Assam and in the North Eastern
provinces within 18 months of operations. Till today, the company gained a foothold in 17
circles including Chennai, Tamil Nadu, Assam, North East, Orissa, Bihar, Jammu &
Kashmir, Himachal Pradesh, West Bengal, Kolkata, Kerala, Andhra Pradesh, Karnataka,
Delhi, UP(West), UP(East) and Mumbai.
The Company has currently gained a momentum in the space of telecom in India post the
allocation of additional spectrum by the Department of Telecom, Govt. of India for 13 new
circles across India. These include Delhi (Metro), Mumbai (Metro), Andhra Pradesh,
Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa, Rajasthan,
Punjab, UP (West) and UP (East).
Aircel has won many awards and recognitions. Voice and Data gave Aircel the highest
rating for overall customer satisfaction and network quality in 2006. Aircel emerged as the
top mid-size utility company in Business world’s ‘List of Best Mid-Size Companies’ in
2007. Additionally, Tele.net recognized Aircel as the best regional operator in 2008.
With over 20 million happy customers in the country, Aircel the fast growing telecom
company in India has revved up plans to become a full-fledged national operator by end of
2009.
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This marks the beginning of the new world of Maxis – a world beyond voice, and
beyond borders
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Aircel’s current and proposed footprint is illustrated below.
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MISSION STATEMENT
We are conditionally committed to exceeding our customer’s expectations. We will provide
network and services that are innovative and reliable, allowing our customers any time anywhere
communications. We will attract, develop and retain an exceptional team of people. We are
committed to enhancing the quality of real life in the community in which we operate. We will
meet the financial expectation of our shareholders.
OUR GOALS AND VALUES
CUSTOMERS : Our customers are our most valued assets. We will strive to exceed
their expectations at all time by providing them with superior services that embody
value, innovation, quality and care .
PEOPLE: our people are our greatest resources. We will attract, train and retain the
best. We will challenge them to develop their full potential in the context of our
company goals .
INTEGRITY: We will maintain and strive for the highest levels of personal and
professional integrity and honesty in all ours dealings. We will keep our promises.
RESPECT : We will treat with respect and dignity all people we deal with.
EXCELLENCE : We are committed to excellence in all what we do. There will be no

place for mediocrity.
WORK: We will promote a work environment that embraces creativity, promotes

empowerment, and encourages team work, innovation, prudent risk taking, honest and
open communication and respectful iconoclasm.
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CHAPTER – 3
RESEARCH AND BACKGROUND
The Aircel group is a joint venture between Maxis Communications Berhad of Malaysia and
Apollo Hospital Enterprise Ltd of India, with Maxis Communications holding a majority stake of
74%.
Aircel commenced operations in 1999 and became the leading mobile operator in Tamil Nadu
within 18 months. In December 2003, it launched commercially in Chennai and quickly
established itself as a market leader – a position it has held since.
Thus this industry has a high potential of employment, so it is important to promote the growth
of human resource development in the telecom sector with the aim of handle manpower related
issues, to promote a healthy work environment and on broad scale to create a quality-based
education.
And recruitment has an important role to play here. In order to fulfill the growing manpower
needs of this fastest growing industry, many HR consulting firms are emerging to serve this
industry with quality human resource.
With the emerging companies in this sector the competition is growing to hire the quality
manpower.
This topic is chosen because now a day’s telecom industry is facing a major problem in
recruitment on of employees. As a part of this project, the recruitment Process in Aircel was
studied in detail.
This project is an attempt of getting interested applicants and creating a pool of prospective
employees so that the management can select the right person for the right job from this pool. In
this competitive global world and increasing flexibility in the labor market, recruitment is
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becoming more and more important in every business. Therefore, recruitment serves as the first
step in fulfilling the needs of organizations for a competitive, motivated and flexible human
resource that can help achieve its objectives.
Project is an attempt to provide a detailed insight into the concept of recruitments, recruitment
process and its sources, recent trends in recruitment, recruitment strategies and the scenario in
the Aircel, along with the career options for recruiters.
The objective of the recruitment process is to obtain the number and quality of employees that
can be selected in order to help the organization to achieve its goals and objectives. With the
same objective, recruitment helps to create a pool of prospective employees for the organization
so that the management can select the right candidate for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the placement
of right candidate at the right place at the right time. Using and following the right recruitment
processes can facilitate the selection of the best candidates for the organization.
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CHAPTER – 4
OBJECTIVE AND SCOPE OF STUDY
The objectives of the project are to learn and understand the Recruitment Process in AIRCEL,
J&K for my project.
The basic objectives of this project module prepared are as follows:
1. To acquire knowledge and the technical knowhow of the fast emerging TELECOM
recruitment and selection strategies.
2. To understand the recruitment process as a whole and placing the right candidate at right
place at right time.
3. To understand the selection procedures that company adopts to select their Employees.
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ORGANIZ ATIONAL STRUCTURE
The following organizational characteristics:
 Flat organizational structure
 Span of control not too large
 There will be a reporting structure, which has no more than 4-5 labels between
the customer and the CEO
 A structure that is not around people or designation or levels. one that is limited
on hierarchy and which is informal open and transparent.
HR Department Structure
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Aircel’s organization design has evolved dynamically over the years to meet market
and customer requirement. At the same time, the core people values of high energy
drive, openness, team sprit & innovation are continuously being nurtured through a
hierarchical set up. Aircel is customer – centric, business –focused and committed to
achieving excellence through efficient, effective and real-time distributed leaders.
The Chief Executive officer along with the Chief Operating Officer, Regional Business
Heads and the respective heads of unique functions constitute the Top Management in
Aircel.
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CHAPTER – 5
REVIEW OF LITERATURE
A- Human Resource Management (An overview)
It is the strategic and coherent approach to the management of an organization's most valued
assets - the people working there who individually and collectively contribute to the achievement
of the objectives of the business. The terms "human resource management" and "human
resources" (HR) have largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations. Human Resource management is
evolving rapidly. Human resource management is both an academic theory and a business
practice that addresses the theoretical and practical techniques of managing a workforce.
The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring your personnel
and management practices conform to various regulations. Activities also include managing your
approach to employee benefits and compensation, employee records and personnel policies.
Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves
because they can't yet afford part- or full-time help. However, they should always ensure that
employees have -- and are aware of -- personnel policies which conform to current regulations.
These policies are often in the form of employee manuals, which all employees have.
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CHAPTER 6
INTRODUCTION OF RECRUITING
RECRUITING:
Recruiting is a more complex activity than most managers think it is. It does not just involve
placing ads or calling employment agencies. Recruitment is the premier major steps in the
selection process in the Organizations. It has been explained as an activity directed to obtain
appropriate human resources whose qualifications and skills match functions of the relevant
posts in the Organization. Its importance cannot be over-emphasized and can also be best
described as the ‘heart’ of the organization.
According to EDWIN B FLIPPO,
"Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization."
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THE RECRUITING YIELD PYRAMID:
The historical arithmetic relationships between recruitment leads and invitees, invitees and
interviews, interviews and offers made and offers accepted. It is used to calculate the number of
applicants they must generate to hire the required number of new employees.
20 Offers/Acceptance(3:2)
30 Interview/Offers(4:3)
Screening/
40 Invites(5:1
)
Contacts/
200 Screens(10:1)
2000
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1. INTERAL SOURCES OF CANDIDATES:
Recruiting may bring to mind employment agencies and classified ads, but current employees are
often the best source of candidates.
Filling open positions with inside candidates has many benefits.
1. Inside candidates may require less orientation and training than outsiders.
2. Inside candidates may also be more committed to the company.
3. There is really no substitute for knowing a candidate’s strength and weakness.
a). REHIRING:
Rehiring former employees has its pros and cons. On the plus side, former employees are known
quantities, and are already familiar with company’s culture, style and ways of doing things. On
the other hand, employees who let go may return with less than positive attitudes.
2. OUTSIDE SOURCES OF CANDIDATE:
Firms can’t always get all the employees they need from their current staff, and sometimes they
just don’t want to. At that time they hire employees from outside, for this they need some outside
sources.
a). ADVERTISING:
Everyone is familiar with employment ads, and most of us have probably responded to one or
more. Advertisements are given on news papers or business or professional magazines. Ads are
also given on websites, televisions and journals.
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b).EMPLOYMENT AGENCIES:
There are three types of employment agencies:
1. Public agencies operated by federal, state, or local governments.

2. Agencies associated with nonprofit organizations.
3. Privately owned agencies.
1. Public and Nonprofit Agencies :

Every state has a public, state run employment service agency. These sources are an
important source of workers, but some employers have had mixed experience with them.
Some employment agencies are tied to nonprofit organization
2. Private Agencies:
Private employment agencies are important sources of clerical, white collar and managerial
personnel. They charge fees for each applicant they place. Most are fee paid jobs, in which
the employer pays the fee.
3. Temp Agencies And Alternative Staffing:

Employers often supplement their permanent workforce by hiring contingent or temporary
workers, often through temporary help employment agencies also known as part time or just
in time workforce is big and growing
4. Alternative Staffing:
Temporary employees are examples of alternative staffing basically, the use of nontraditional
recruitment sources. The use of alternative staffing sources is widespread and growing.
c).On Demand Recruiting Services (ODRS):

Recently, a new type of recruiting relationship has emerged. On Demand Recruiting Services
(ODRS) provide short term specialized recruiting to support specific projects without the
expense of retaining traditional search firm. They are basically recruiters who get paid by the
hour or project, instead of a percentage fee.
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d).College Recruiting:
Sending an employer’s representative to college campuses to prescreen applicants and create

an applicant pool from the graduating class is an important source of management trainees,
promotable candidates, and professional and technical employees.
e).Referrals And Walk Ins:

Employee referrals campaigns are another recruiting option. The firm posts announcements
of openings and requests for referrals in its web sites, bulletin, and on is wallboards. Prizes or
cash rewards are offered for referrals that lead to hiring’s.
Particularly for hourly workers, walk-ins –direct applications made at your office are
major source of applicants. Employers encourage work-ins by posting HIRING signs on the
property.
f).Recruiting Via The Internet (JOB PORTALS):

More and more people are going online to look for jobs. Some managers use the internet to
search for applicants. Web based ads often produce so many applicants that most firms are
installing applicant tracking system to support their on and offline recruiting efforts. There
are many web sites available which provide jobs like monster.com, naukri.com etc.
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SOURCES OF RECRUITMENT
Recruitment Process:
The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time.
AIRCEL company follows the following recruitment process:-The following flowchart shows
the process of recruitment which the company adopts for its own employees.
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The recruitment process is immediately followed by the selection process i.e. the final interviews
and the decision making, conveying the decision and the appointment formalities.
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S0URCE OF RECRUITMENT AT AIRCEL
Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources: internal and external sources. The sources within the organization itself
(like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.
Recruitment Process in Aircel
In Aircel we have experienced both Types of recruitment – Internal and External recruitment.
And also collected the knowledge about the technologies used in telecom sector.
Internal Recruitment Process:-
Sources used for internal recruitment in Aircel are: -
Employee References:-
One of the major sources of internal recruitment in Aircel is the references provided by the
current employee. People working in a particular Department are generally asked first to refer
someone for the current opening. And they generally provide references from their last company,
their friends or the fresher from their institutes.
Recruitment Division:-
If there are no employee references available then the requirement is forwarded to recruitment
division. Then recruiter sources the personal with desired skills from the portals or by
headhunting.
And talks to the person on initial level and if he finds the person good and confident on required
skill set with good communication and soft skills, he forwards the profile to HR department or to
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that particular department for the second level screening. If the profile is sort listed by the
concerned person. Then they ask the particular recruiter whom so ever has sourced it, to call him
for interview on a particular date.
Students on Summer Training (Internship):-

Aircel also provides summer trainings to the student’s pursuing different technical as well as
management courses. And if the student is good and interested to continue for job with Aircel
then he undergoes the round of interview with the HR Manager.
Promotions:-
Most of the managerial seats are filled by the promotion of a particular employee of Aircel who
is best fit for the position. This person can be the immediate subordinate to that position.
Transfer:-
Aircel has its office in Delhi, Kashmir, Himachal Pradesh, West Bengal, Kolkata, Kerala,
Andhra Pradesh, Karnataka, Delhi, UP (West), UP (East) and Mumbai. So we keep on
transferring people according to the need of company. Interdepartmental transfer can also be
seen in Aircel.
External Recruitment:-
Sources Used for the External Recruitment:
Portals:-
Job portals like naukri, Monster and Jobs Ahead are provided to the recruitment team for the
sourcing of the profiles for department’s requirements. Recruiters search the profiles from
portals and send to the department heads.
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Head Hunting:-
Recruiters are trained by the seniors on hunting skills. Head hunting is the second biggest source
for the external recruitments here. We use many techniques for the head hunting like: -
references, calling, market study, websites if Company, professional networking sites.
Existing Database:-
There is a common database for each team. Where we save all the profiles of the candidates who
have applied for the job. This database is shareable among the team members; they have the
access to use the profile of existing database.
How the recruitment teams functions
Process of recruitment for permanent position:-
The process of recruitment in this team is discussed below.
Steps:-
1. Recruitment Gathering:-
Team lead and Sr. recruiter are responsible for this part. They interact with the department on
daily basis and take the requirements.
2. Understanding the requirement: -
When the new requirement comes to the team the first thing is to understand the requirement
properly in order to provide the quality profiles to the particular department and to get the
requirement closed. For this we use to read the Job description provided by the department and if
the requirement is not clear in the description then the team lead or manager arranges for the
conference call with the department head to make it more clear.
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3. Requirement Assignment: -
Once the requirement is floated by the department to the recruitment team the different members
of the team are assigned with different requirements according to the priority of the requirement.
Here sr. Recruiter helps the juniors to understand the requirement and helps them in sourcing the
profiles.
4. Sourcing of Profiles:-
The major source of the sourcing is the job portals hire by the company. There are three job
portals available – Naukri, Monster and Jobs ahead.
The second major source is head hunting by different methods such as references, professional
networking sites and Google etc. The third source available is the existing database of the
recruitment teams.
5. Screening of the profiles:-
After the sourcing of the profiles we screen the profiles from the huge data to get the quality
profile for the particular requirement. And selects the most matching profile for the requirement.
6 Calling the candidates:-

After screening good profile we call the candidate for the initial information and to judge the
communication and confidence of the candidate. We checks that how fair is he for his profile
because there are chances of fake profiles. So we have to find out the genuine and best profiles.
And as we deals in telecom so we also checks the Technical skills of the candidate by putting
some technical question. Once the particular recruiter is satisfied after talking to the candidates.
He/ She forwards the profile to the department head in particular format with important details of
the candidate.
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7. Forward the profile to department head
After the selection of profile by the recruitment team end they forward the profile in a particular
format with desired information to the department head for the further processing on their end.
8. Follow up with department:-
Recruiters keep the track of the processing of the profile on their end and update the candidate
about their status and also updated the status of the profiles in their own database.
9. To schedule the candidate for interviews:-
As the profile of the candidates are short listed then starts scheduling the candidates and also
sending them mail about interview schedules venue and other details .
10. Follow up the candidates:-
Now starts the follow up of the candidate till he reaches for interview or if there is telephonic
interview he is given a confirmation call 1 or 2 hour before the interview and asks him to surly
attend the call and to stay in a proper network area .
11. To Take the feedback from department and update the candidate:-
After the interview the recruiters takes the feedback from the department head and updates the
candidate about it. And if there is more rounds of interview to be conducted for the same
candidate then we again schedules him/her for further interview and. Keeps the track till he get
some final result.
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12. To keep Track and follow-up of Final documentation Till the joining of
candidate: -
After the final result of the candidate the recruiter keeps on follow up with candidate, in final
documentation of hiring process. And once the documentation completes and the candidate gets
the offer latter and joining date the recruiter has to keep in touch with the candidate till he joins.
13. SALARY NEGOTIATION
Now the role of HR starts. HR negotiate salary and do all documentation wok related to his
contract and gives him joining date with contract latter and takes the sign of candidate on all
important papers and again forwards the candidate to the recruiter .
14. Responsibility of joining: -
After all the formalities it is the duty to follow up the candidate till the joining and after that
taking care of the issues related to that particular candidate.
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Recruitment Strategy at Aircel
Recruitment is of the most crucial roles of the human resource professionals. The level of
performance of an organization depends on the effectiveness of its recruitment function.
Organizations have developed and follow recruitment strategies to hire the best talent for their
organization and to utilize their resources optimally. A successful recruitment strategy should be
well planned and practical to attract more and good talent to apply in the organization.
For formulating an effective and successful recruitment strategy, the strategy should cover the
following elements:
Recruitment Strategy Learned at Aircel
1. The first element of recruiting strategy is to determine "why" we are hiring outside
people. First, we determine our firm's business goals and then what recruiting can do to
contribute to each of them.
Some of the more common business reasons for hiring include:

• Replacements for turnover
• Current or future business expansion
• Upsizing the caliber of talent because top talent has become available
• Limiting the talent available in the market in order to hurt a competitor's ability to staff
adequately
• Learning from other firms
• Increasing the capability of your firm by adding new skill sets
Which of these focus areas you select is important because each requires that you direct
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your recruiting efforts in a different way. For example, if you are hiring for geographic
expansion, you will need to implement a strategy that allows you to enter new geographic
regions -- as opposed to hiring to hurt, where you need to focus on hiring away key talent
directly from competitors.
2. Prioritization of jobs
No recruiting function has enough resources to fill every position immediately with the
top quality hire. As a result, our recruiting strategy needs to include a prioritization
element.
Priority can be assigned in the following ways:

• Hire all jobs equally with the same priority
• Focus on key strategic business units
• Focus on key jobs
• Focus on key or powerful managers
3. Performance level to target

Recruiting top performers requires a different strategy and set of tools than recruiting average
performers. As a result, we first determine what level of performance we are primarily targeting
before we determine the other elements of your recruiting strategy.
Performance targets include:
• "Butts in chairs" (hire the cheapest candidates with adequate skills in all jobs)
• Focus on average performers in all jobs
• Focus on top performers in all jobs
• Focus on top performers just in key jobs
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4.Experience level to target

Some employment strategies require to take the long-term approach while other approaches
target bringing in experienced talent for immediate help or to bring in new skills.
Experience target ranges include:
• Inexperienced talent that can be trained

• Temporary and contract labor that can be converted
• Hire at the bottom and promote within
• Undergraduate college hires (interns, Internet and on-campus hires)
• Postgraduate hires
• Experienced hires
5. Category of candidate to target
Whether the target has active or passive candidates has a tremendous impact on both the quality
of hire and the difficulty of getting an acceptance.
Active candidates (the easiest candidates to attract):
• Unemployed candidates
• currently employed but frustrated in their current job
Passive candidates (These are individuals who are currently employed and not actively seeking
employment. They represent over 80% of potential candidates, but they are the hardest to
attract.):
• Focus on currently employed average or above average performers

• Focus on currently employed top performers
33
Diverse candidates:
• Diverse candidates defined by using EEOC standards

• Diverse "thinkers" using a global standard
6. When to begin searching for candidates

Aircel begin to search the candidates once a requisition has been created. But there are a
multitude of approaches available:
• Begin recruiting when an opening occurs

• Continuous search (evergreen jobs where there is a constant need)
• Begin before an opening occurs (pre-need hiring can be done to build a talent pool or to build a
relationship over time, in order to increase applications and offer acceptance rates from
employed individuals and top performer candidates)
7. Where to look for candidates
Aircel follows three sub-categories within the "where" element. They include:
Internal versus external:
•Focus on all internal candidates (laterals or promotions)

•Settle on a fixed ratio of internal to external hires
Inside or outside the industry:
•Target within the industry only

•A fixed proportion outside the industry
Geographic focus:
• Local commuting area only
• within the region
34
• Within the Country

8. Who does the recruiting?
There are two sub-categories under this element. They include: Internally, who is responsible for
recruiting? And utilizing external recruiters.
Aircel uses internal resources to hire the candidates by the following ways:-
• Primarily internal recruiters working in HR.

• Separate sourcing and recruiting efforts within a centralized recruiting function
• Line managers do most recruiting.
• Employees contribute significantly to recruiting through a heavy emphasis on employee
referrals.
9. Primary sourcing tools

Identifying candidates and convincing them to apply is essential to great recruiting. Some
of the possible sourcing focus areas which Aircel uses include:
• Traditional media (newspapers, walk-ins)

• Sourcing using events (job fairs and industry events)
• Traditional Internet sourcing (large and niche job boards)
10. What skills Aircel prioritize when selecting candidates?
When selecting the most appropriate candidates from the candidate pool, Aircel uses variety of
approaches. Those target skills or competencies include:
• Hiring brains or intelligence

• Selecting based primarily on personality
• Selecting based on the technical skills required for this job
35
• Selecting based on skills (technical and people) required for this and "the next" job
• Selecting primarily based on pre-identified, company-wide competency needs (present and
future)
• Selecting primarily based on the candidate's experience (industry or job)
• Selecting primarily based on cultural fit
11. How to assess candidates?
An essential part of any recruiting strategy is the process company will utilize to assess the
candidates. Common choices include:
• Interviews
• Personality tests
• Skills tests
• References (business, personal or educational)
• Grades or academic performance (primarily for college hires)
• Job simulations
• On-the-job assessment (primarily for temp-to-permanent conversions)
• Hire more than you need and intentionally "wash out" the poor performers
12. Primary sales approach
Candidates can be "sold" on a job and company based on a variety of strategies. They often
include:
• Compensation
• Opportunities for promotion
• Benefits
• A great team and manager
• An excellent culture and values
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• Bonus and stock option opportunities

• Challenge, growth, and learning opportunities
• The firm's employment brand and image.
37
CHAPTER 7
INTRODUCTION OF SELECTION:
Selection is defined as the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in job.
Selection is basically picking an applicant from who has the appropriate qualification and
competency to do the job.
Differences between recruitment and selection:

Recruitment is identifying and encouraging prospective employees to apply for a job.
Selection is selecting the right candidate from the pool of applicants.
38
SELECTION PROCESS
Environmental factors affecting selection

Selection is influenced by several factors .More prominent among them are supply and demand
of specific skill in the labor market ,unemployment rate, labor market conditions ,legal and
political consideration , company’s image, company’s policy , HRP ,and cost of hiring. The last
three constitute the internal environment and the remaining form the external environment of the
selection process.
Step1:
Preliminary interview:
The purpose of the preliminary interview is more or less the same as the scrutiny of applicants,
that is, elimination of the unqualified applications. Scrutiny enables the hr specialist to eliminate
unqualified job seekers based on the information supplied in the application form .preliminary
interview; on the other hand, helps reject the misfits for reasons, which did not appear in the
application forms. It is also called courtesy interview is good public relation exercise.
Step2:
Selection test:
Job seekers who pass the screening and the preliminary interview are called for the test. Different
types of test may be administered, depending on the job and the company.
The following are the type of the test taken:
1. Ability test:-
Assist in determining how well an individual can perform task related to the job. An excellent
illustration of this is the typing test given to a prospective employer for secretarial job, also
called as ‘ACHEIVEMENT TEST’ .it is concerned with what one has accomplished .when
applicant claims to know something, an achievement test is taken to measure how well they
know it. Trade test are the most common type of achievement test given .Questions have been
39
prepared and tested for such trades as asbestos workers, punch-press operators, electricians and
machinist.
2. Aptitude test:-
Aptitude test measures whether an individual has the capacity or talent ability to learn a given
job if given adequate training. The use of aptitude test is advisable when an applicant has a little
or no experience along the line of job opening .Aptitude test help determining a person potential
to learn in a given area .An example of such test is the general management aptitude test
(GMAT) which many business students take prior to gaining admission to a graduate business
school programme.
Aptitude test indicates the ability or fitness of an individual to engage successfully in any
number of specialized activities. They cover such areas clerical aptitude, numerical aptitude,
mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity.
Forms of aptitude test:-
1. Mental or intelligence test:-

They measure the overall intellectual ability of a person and to know whether the person has the
mental ability to deal with certain problems.
2. Mechanical aptitude test:-

They measure the ability of a person to learn a particular type of mechanical work. These test
help to measure specialized technical knowledge and problem solving abilities of the candidate.
They are useful in selection of mechanics, maintenance workers, etc.
3. Psychomotor or skills test:-

They are those which measure a person’s ability to do a specific job. Such test are conducted in
respect of semi-skilled and repetitive jobs such as packing, testing, and inspection, etc.
40
4. Intelligence test:-
This test helps to evaluate traits of intelligence. Mental ability, presence of mind, numerical
ability, memory and such others aspects can be measured.
5. Interest test:-
This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc.
such test indicates which occupational are more in line with a person interest. Such test also
enables the company to provide vocational guidance to the selected candidate and even to the
existing employees.
These tests are used to measure an individual activities preference. These tests are particularly
useful for students considering many careers or employees deciding upon career changes.
6. Projective test:-
This test requires interpretation of the problems or situations .for example, a photograph or a
picture can be shown to a candidate and they are asked to give their views, and opinion about the
picture.
7. General knowledge test:-

Now a day’s G.K test are very common to find general awareness of the candidates in the field
of sports, politics, world affairs, current affairs.
8. Perception test:-
At times perception test can be conducted to find out beliefs, attitudes and mental sharpness etc.
9. Graphology test:-
It is designed to analyze the handwriting of the individual .it has been said that an individual’s
handwriting can suggest the degree of energy, inhibition and spontaneity as well as disclose the
idiosyncrasies and elements of balance and control. For example, big letters and emphasis on
capital letters indicate a tendency towards domination and competitiveness. A slant to the right
moderate pressure and good legibility show leadership potential.
41
10. Polygraph test:-

Polygraph is alie detector, which is designed to ensure accuracy of the information given in the
applications. Department store, banks, treasury offices and jewellery shops, that is, those highly
vulnerable to theft or swindling may find polygraph test useful.
11. Medical test:-

It reveals physical fitness of a candidates .with the development of technology, medical test have
become diversified. Medical servicing helps measure and monitor a candidate’s physical
resilience upon exposure to hazardous chemicals.
CHOOSING TEST:-
The test must be chosen in the criteria of reliability, validity, objectivity and standardization.
They are:-
1. RELIABILITY:-
It refers to the standardization of the procedure of administering and scoring the test results. A
person who takes test one day and makes a certain score should be able to take the same test the
next day or the next week and make more or less the same score. an individual intelligence , for
example is generally a stable characteristics . So if we administer an intelligence test, a person
who scores 110 in March would score close to 110 if tested in July. Test, which produce wide
variations in results, serve little purpose in selection.
2. VALIDITY:-
It is a test which helps predict whether a person will be successful in a given job. A test that has
been validated can be helpful in differentiating between prospective employees who will be able
to perform the job well and those who will not. Naturally no test will be 100% accurate in
predicting job success. A validated test increases possibility of success.
42
There are three ways of validating a test .They are follows:-
a).Concurrent validity:- this involves determining the factors that are characteristics of
successful employees and then using these factors as the yardsticks.
b).Predictive validity:- it involves using a selection test during the selection process and
then identifying the successful candidates .the characteristics of both successful and less
successful candidates are then identified.
c).Synthetic validity:- it involves taking parts of several similar jobs rather than one
complete job to validate the selection test.
3. OBJECTIVITY:-
When two or more people can interpret the results of the same test and drive the same
conclusion, the test is said to be objective. Otherwise the test evaluator’s subjective opinions may
render the test useless.
4. STANDARDRIZATION:-
A test that is standardized is administered under standard condition to a large group of person
who are representative of the individuals for whom it is intended .The purpose of standardization
is to obtain norms or standards, so that a specific test score can be meaningful when compared to
other score in the group.
STEP 3:-
INTERVIEW:-
The next step in the selection process is an interview .the interview is formal, in-depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to be excellent
selection device. It is face –to- face exchange of views, ideas and opinions between the candidate
43
and the interview .Basically, interview is nothing but an oral examination of candidate. Interview
can be adapted to unskilled, skilled, managerial and profession employees.
Objective of interview:-
Interview has at least three objectives and they are as follows:-
1) Helps obtain additional information from applicants
2) Facilitates general information to the applicants such as company policies, job, products
manufactured and the like
3) Helps build the company’s image among the applicants.
Type of interview:-
Interviews can be of different types. These interviews employed by the companies.
Following are the various types of interview:-
1) Informal interview:
An informal interview is an oral interview and may take place anywhere. The employee or the
manager or the personnel manager may ask a few almost inconsequential questions like names,
place of birth, names of relatives etc. This is used widely when the labour market is tight and
when you need workers badly.
2) Formal interview:
Formal interview may be held in the employment office by the employment office in a more
formal atmosphere, with the help of well structured questions, the time and place of the interview
will be stipulated by the employment office.
44
3) Non-directive interview:
Non –directive interview or structured interview is designed to let the interviewee speak his mind
freely .The interview has no formal or directive questions, but his all attention is to the candidate.
He encourages the candidates to talk by a little prodding whenever he is silent e.g. “Mr. Ray.
please tell us about yourself after your graduated from high school”.
The idea is to give the candidates complete freedom to “sell’ himself, without the encumbrances
of the interviewer’s questions. But the interview given by the applicant to the objective of the
interview.
4) Depth interview:
It is designed to intensely examine the candidate’s background and thinking and to go into
considerable details on particular subject of an important nature and of special interest to the
candidate. For example, if the candidate says that he is interested in tennis, a series of questions
may be asked to test the depth of understanding and interest of the candidate. These probing
questions should be asked with tact and through exhaustive analysis; it is possible to get a good
picture of a candidate.
5) Stress interview:
It is designed to test the candidate and his conduct and behavior by him under conditions of
stress and strain .the interview may start with “Mr. Joseph, we do not think your qualification
and experience are adequate for the position, and watch the reaction of the candidate a good
candidate will not yield, on the contrary he may substantiate why he is qualified to handle the
job.
This type of interview is borrowed from the military organization and this is very useful to test
behavior of individual when they are faced with disagreeable and trying situations.
6) Group interview:
It is designed to save executive time and to see how the candidate may be brought together in the
employment office and they may be interviewed.
45
7) Panel interview:
A panel interview board or the selection committee may interview the candidate, usually in the
case of supervisory and managerial positions. This type of interview pools the collective
judgment and wisdom of the panel in the assessment of the candidate and also in questioning the
faculties of the candidate.
8) Sequential interview:
The sequential interview takes the one-to-one a step further and involves a series of interview,
usually utilizing the strength and knowledge of each interviewer, so that each candidate, as the
candidate moves from room to room.
9) Structured interview:
In a structured interview, the interviewer uses preset scandalized questions, which are put to the
entire interviewees .This interview is also called as ‘Guided’ or ‘Patterned’ interview .It is useful
for valid results, especially when dealing with the large numbers of applicants.
10) Unstructured interview:
It is also called as unpatented interview, the interview is largely unplanned and the interviewee
does most of the talking .Unguided interview is advantageous in as much as it leads to a friendly
conversation between the interviewer and the interviewee and in the process, the latter reveals
more of his or her desire and problems .But the unpatented interview lacks uniformity and worse,
this approach may overlook key areas of the applicant’s skills or background. It is useful when
the interviewer tries to probe personal details of the candidate it analyze why they are not right
for the job.
11) Mixed interview:
In practice, the interview while interviewing the job seeker use of blend of structured and
unstructured questions .This approach is called a mixed interview. The structured questions
46
provide a base of interview more conventional and permit greater insight into the unique
difference between applicants.
12) Impromptu interview:
This interview commonly occurs when employees are approached directly and tend to be very
informal and unstructured. Applicants should be prepared at all times for on-the-spot interview,
especially in situations such as a job fair or a cold call. It is ideal time for the employers to ask
the candidate to determine whether he/she may be interested in formally interviewing the
candidates.
13) Telephone interview:
Have a copy of your resume and any point you want to remember to say nearby. If you are on
your home telephone, make sure that all roommates or family members are aware of the
interview .Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally,
since the interviewer is likely just talking some notes.
14) Second interview:
Job seekers are invited back after they have passed the initial interview .Middle or senior
management generally conducts the second interview, together or separate. Applicant can expect
more in-depth questions, and the employer will be expecting a greater level of preparation on the
part of the candidate. Applicant should continue to research the employer following the first
interview, and be prepared to use any information gained through the previous interview to their
advantage.
STEP 4:-
REFERENCE CHECK:-
Many employers request names, addresses, and telephone numbers of references for the
purpose of verifying information and perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are not usually checked until an
47
applicant has reached the fourth stage of a sequential selection process. When the labour market
is tight, organization sometimes hire applicants before checking references.
Previous employers, known as public figures, university professors, neighbors or friends can
act as references. Previous employers are preferable because they are already aware of the
applicant performance. But, the problem with this reference is the tendency on the part of the
previous employers to over-rate the applicant’s performance just to get rid of the person.
STEP 5:-
SELECTION DECISION:-
After obtaining information through the preceding steps, selection decision – the most critical of
all the steps must be made. The other stages in the selection process have been used to narrow
the numbers of the candidates; the final decision has to be made the pool of individuals who pas
the test, interview and reference check.
The view of the line managers will be generally considered in the final selection because it is
he/she who is responsible for the performance of new employee .The HR manager plays a crucial
role in the final selection.
STEP 6:-
PHYSICAL EXAMINATION:-
After the selection decision and before the job offer is made, the candidate is required to undergo
physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after
the physical examination. The results of the medical fitness test are recorded in the statement and
are preserved in the personnel records.
There are several objectives behind a physical test .Obviously, one reasons for a physical test is
to detect if the individual carries any infectious diseases. Secondly, the test assists in
determining whether an applicant is physically fit to perform the work. Thirdly, the physical
examination information can be used to determine to them or might otherwise endanger the
employer’s property.
48
Finally, such an examination will protect the employer from the worker compensation claim that
is not valid because the injuries or illness were present when the employee was hired.
STEP 7:-
JOB OFFER:-
The next step in the selection process is the job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointment such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. Those is particularly necessary when he or she is already in
employment, in which case the appointee is required to obtain a relieving certificate from the
previous employer. Again, a new job may require movement to another city, which means
considerable preparation, and movement of property.
The company also want the individual to delay the date of reporting on duty, If the new
employee’s first job upon joining the company is to go on company until perhaps a week before
such training begins .Naturally, this practice cannot be abused , especially if the individual is
unemployed and does not have sufficient finances.
STEP 8:-
CONTRACT OF EMPLOYMENT:-
After the job offer has been made and candidates accept the offer, certain documents need to be
executed by the employer and the candidate .one such document is the attestation form. This
form contains vital details about the candidate, which are authenticated and attested by him/her.
Attestation form will be a valid record for the future reference.
There is also a need for preparing a contract of employment. The basic information that should
be included in a written contract of employment will vary according to the level of the job, but
the following checklist sets out the typical headings.
49
1. Job title.
2. Duties, including a phrase such as “The employee will perform such duties and
will be responsible to such a person, as the company may from time to time
direct”.
3. Date when continuous employment starts and the basis for calculating services.
4. Rate of pay, allowance, overtime and shifts rates, methods of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday’s arrangement.
7. Length of notice due to and from employee.
8. Grievance procedure.
9. Disciplinary procedure.
10. Work rules.
11. Arrangement for terminating employment.
12. Arrangement for union membership.
13. Special terms relating to patent and designs, confidential information and
restrains on trade after termination of employment.
14. Employer’s right to vary terms of the contract subject to proper notification
being given.
STEP 9:-
CONCLUDING THE SELECTION PROCESS:-
Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step a more sensitive one reassuring those candidates who
have not selected, not because of any serious deficiencies in their personalities, but because their
50
profile did not match the requirement of the organization. They must be told that those who were
selected were done purely on relative merit.
51
STEP 10:-
EVALUATION OF THE SELECTION PROGRAMME:-
The board test of effectiveness of the selection process is the quality of the personnel hired. An
organization must have competent and committed personnel. The selection process, if properly
done, will ensure availability of such employees. How to evaluate the effectiveness of a selection
program? A periodic audit is the answer . People who work independent of HR department
must conduct audit.
52
CHAPTER – 8
METHODOLOGY
The methodology adopted for the project involved analysis of the secondary data and the
collection, assimilation and comprehension of the primary data from the employees at the
organization. Extensive secondary research was undertaken to get a clear understanding about
Aircel Recruitment and retention strategies. On the basis of this information, the framework for
the project was developed and the questions to be used were asked.
Secondary Data were collected through following sources:-
• Internet, websites, books, journals, magazines

• Data available in the company (Aircel)
The primary data collection was done by asking the employees to answer the question. On
collation of the data so obtained, those areas were identified where they felt most dissatisfied and
also the areas where they derived most satisfaction from the organization.
Primary data were collected with the help of:-

• Mails, telephone and Group discussion.
• Observation and survey method.
• Personal interviews.
Information was also obtained from various sources, e.g., the library and the Internet to gain a
better understanding of relevant topics.
Interview method is adopted to collect the information
Data Source Specification

The data was collected through interview method. Questions were asked from the Managers of
various departments in the Aircel.
53
Managers and other people in HR who are directly involved in Recruitment process were
covered so as to get a more real picture of the recruitment of employees in Aircel.
Data Collection Procedure
The Managers of departments were contacted and briefed about the purpose of the study to
ensure their participation in the process. They were then asked to answer the questions especially
made to check the recruitment and retention strategies. This would ensure the listing down of
factors that create dissatisfaction among employees and ultimately led to the problem of
retention.
54
CHAPTER – 9
OBSERVATION AND FINDIINGS
In this project various recruitment strategies followed by Aircel are observed in Detail and the
findings are:-
• It has been observed that recruitment in Aircel is done by two ways: - internal
recruitment method and external method. By following the internal recruitment the
company fills the position from its own internal employees, and on the other hand it take
the candidate from external sources by following external methods
• Various recruitment strategies followed by Aircel is observed in detail. By following

these recruitments methods this company is successfully placing right candidate at right
time.
• It provides good growth opportunities to the employees.
• It has been observed that Aircel is very good in retaining its employees because it provide
lot of benefits like flexible working hours, good management, corporative colleagues,
good learning and support environment, provide incentives to employees, Provide salary
on time etc.
• Learning, cultural and support environment is good in Aircel which helps in retaining the
employees.
• Aircel provides full training programme to its employees which helps increasing the
knowledge and skills of employees.
55
Graphical Analysis
MANPOWER-SOURCEOFHIRING
DIRECT CONSULTANT EMPLOYEE REFERENCE NAUKRI PORTAL INTERNAL TRANSFER
1%
2%
0%
14%
6%
77%
ANALYSIS:-
TOTAL MAN POWER 181

CONSULTANT 10
EMPLOYEE REFERENCE 27
NAUKRI PORTAL 4
DIRECT 140
It has been observed through their internal data base that their 77% of the recruitment is done
through the direct process, 14% through the employee reference, 6% is through the cosultantants,
2% is through naukri portal, and 1% is through internal transfer.
56
QUALIFICATIONREQUIRMENTAT THEAIRCEL
45%
40% 40%
40%
35%
30%
25%
20%
20%
15%
10%
5%
0%
MBA GRADUATION B.E
It has been observed through their internal data bank that 40% of the employees has been placed
in Aircel after completing their MBA,20% of the total employees are graduates and
having work experience ,40% of the employees are have completed their B.E.
COST OF RECRUITMENT AT VARIOUS LEVEL
57
According to internal data base it has been observed that the expenditure made at the Senior
Manager and above levels is 38% of the total recruiting cost,31% is for the Deputy Manager and
managers, 19% is for the Assistant Manager ,where as 12% is for the Senior Executive and the
Executive.
58
TOTALHIRING IN 2008
TOTAL HIRING DIRECT EMPLOYEE REFERENCE CONSULTANT
MANAGER AND ABOVE 9

6 1
ASSITANT MANAGER AND DEPUTY MANAGER 12 2
EXECUTIVE AND SENIOR EXECUTIVE 9
54 3
45
9
In 2008 the total hiring was 75, out of which 54 for Executive and Senior executive, 12 for
Assistant Manager and Deputy Manager and 9 were for Manager and above.
Out of the total hiring 45 of the Executive and Senior executive are from direct hiring, 9 from
employee reference.
Out of 12 Assistant managers and Deputy Managers hired, 9 are from direct hiring and 3 are
from employee reference
Out of 9 Managers and above level 6 are from direct sources, 1 is from employee reference and 2
are from consultants.
59
SAVINGS THROUGH DIRECT HIRING
EXECUTIVE AND SENIOR 3375000

EXECUTIVE
ASSISTANT MANAGER AND 900000
DEPUTY MANAGER
MANAGER AND ABOVE 900000
TOTAL SAVING 5175000
60
61
FIRST DAY FIRST SHOW
The joining process at Aircel is managed through a series of activities spanning from the
conformation on joining date to a formal feedback few days after the joining.
On the day of joining, the following documents are to be submitted by the new joiner.
1. Filled in personal particular form
2. Statutory forms with nominations
3. Pan card copy
4. Pre employment medical test report
5. Educational certificates
6. Previous employer reviling order and last drawn salary slip
7. 3 photographs
Employee is requested to submit the relevant documents in time for completing his joining
process.
It’s the responsibility of each employee to promptly notify HR function of any changes or
updating in personnel data such as:
 Mailing address
 Telephone numbers
 Name and number of dependents
 Marital status
 Individual to be contacted in the event of an emergency and
 Educational qualification
62
IDEAL JOINING BENCHMARK
P r e Bo ar d in g m ail
is sen t to th e n ew
jo in ee w it h join in g
d o cu m en ta tio n ki t.
N ew join e e is h an d ed o ve r to t he f u n ction a l M ak e a jo in in g k it w ith ( A C a p ,T sh ir t,P en ,P en cil,

b u d d y w h o w ill ta ke ca re o f h im fo r th e n ex t w r itin g p a d )
few d a ys
A letter w e lcom in g th e
A ir cel sp o n sor ed em p lo ye e is giv e n to t h e
lu n ch for th e secu r ity g u ar d w h ich h e
em p lo ye e h an d s ov er to th e
a ccom p a n ied b y a em p lo y ee as h e co m es in.
buddy
A f low er b u d is g iv en to
th e e m p loy ee b y th e
H R SPOC re cep tio n ist w elco m in g
in tr o d u ces th e h im to t h e o r g an iza tio n
n ew jo in ee to all a n d a lso a w e lcom e n ot e
th e em p lo ye es is p u t on th e n ot ice
H R S p oc Se n d em p loy ee b oa rd .
co mp letes t h e f or t h e m e d ical
d ocu m e n tatio n ch e ck u p an d tell
an d th en b rie fs h im n o t to p a y
th e em p lo y ee an d th e r ep o rt s
ab o u t t h e m a jo r w ill co m e d ire ctly
p olicie s of A ir cel. t o th e o ffice.
F r ee tem p la te fro m
8 /8 /20 0 9 w ww .br ai n yb e tty.c om 2
63
CHAPTER – 10
VIEWS & REVIEWS

Is recruitment a tough job or an Easy one to do? This question always comes in my mind.
By definition: Recruitment refers to the process of finding the best-suited candidate for a job or
function through several means. It is a process of selection of a right person for a right place at
the right time. There is a misconception in lot many people that recruitment is a very easy task
and anyone can do it easily. I believe it is not so easy, a recruiter has to be on his / her toes all the
time, beginning from the time at which a requirement come till the person is delivered (candidate
join) at that particular requirement.A recruiter has to check lot many thing while searching for a
right candidate for the requirement, not only that a recruiter has search for a potential candidate
but also to create an interest about the client in candidates mind, a timely follow up is equally
important. Or to simplify the words it’s making a cricketer to bat and a footballer to play
football.
To look into the importance and role of a recruiter just think of Sachin Tendulkar playing
Football. Do you think anyone would have ever heard the name of Sachin Tendulkar if he was
playing football instead of cricket with the same technique that he uses today?
No, the answer would be as simple as NO. So this is what the role a Recruiter has to follow i.e.
Place the suitable candidate at the Designation, which suits him/her as per his/her skills set.
Thus Recruitment is not as easy and simple as lot many people think in this world.A recruiter has
to be smart enough to confuse a candidate; he/she should have good communication skills and
good analytical skills. A recruiter has to have patience as well and he/she should know how to
manage different situation without any further issues.
64
CHAPTER – 11 and 12
CONCLUSION AND RECOMMENDATIONS
Conclusion:-
After studying the recruitment process in Aircel we can analyze the importance of a recruiter for
a telecom company.
Here we can see that a recruiter works as an important bridge between the company and the
candidate.
By studding all the process we can conclude that the job of a recruiter is very important in this
growing telecom industry. Because it is the recruiter who makes the search of a quality
professional very easy. A recruiter screens the profiles on his level and sends the best quality
profile. This saves the precious time
And the company can also rely on the recruitment team in matter of the negotiations regarding
salary or either joining date because a good recruiter makes candidate comfortable to talk and
wins the confidence of candidate. Which proves beneficial for the client at the time of
negotiations?
65
Recommendation:
After analyzing the whole recruitment process in Aircel, I can recommend that there should be
the arrangement of the proper job description sessions for the recruiter. Because in the growing
competition in telecom sector the need arises of a recruiter with good market knowledge good
head hunting skills, sourcing skills, technical knowledge, and all other updates in Telecom–
sector. He should also be trained to improve his communication and negotiation skill.
Specification must be already known to the recruiters regarding to the qualification, designation,
and background and job responsibility.
• Job description should be provided for every designation.
• Manpower Requisition Form (MRF) must be provided to the HR-Head so that they can
select the right candidate for the right designation.
As we have already discussed the problems faced by the recruiter, I have found that only a
perfect recruiter with negotiation skills, technical knowledge and market knowledge can fight
with all the above-discussed problems.
Telecom- is a blooming or the fastest growing industry of India. So to keep pace with this speed
of telecom industry the recruitment team should adopt more smart policies while making
recruitment and also keep the staff update with changes in market.
66
BIBLIOGRAPHY
Name Of The Book Author Publication

Sr. No
1 Human resource and K.Aswathapa Tata McGraw-Hill.
personnel management
2 Human Resource Gary Dessler Pearson Education

Management
INTERNET
1. http://www.Recruitment-and-Selection
2. http://www.Aircel.com
3. http://recruitment.naukrihub.com
67
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AIRCEL India’s Pioneer in Mobile Technology and Mobile services

Telecommunication systems are generally designed by telecommunication engineers. Early

The basic elements of a telecommunication system are:

• a transmitter that takes information and converts it to a signal for transmission

The shaping of a signal to convey information is known as modulation. Modulation is a key

The GSM logo is used to identify compatible handsets and equipment

Aircel’s current and proposed footprint is illustrated below.

We are conditionally committed to exceeding our customer’s expectations. We will provide

meet the financial expectation of our shareholders.

OUR GOALS AND VALUES

EXCELLENCE : We are committed to excellence in all what we do. There will be no

WORK: We will promote a work environment that embraces creativity, promotes

RESEARCH AND BACKGROUND

OBJECTIVE AND SCOPE OF STUDY

The basic objectives of this project module prepared are as follows:

ORGANIZ ATIONAL STRUCTURE

The following organizational characteristics:

 Flat organizational structure

 Span of control not too large

the customer and the CEO

on hierarchy and which is informal open and transparent.

A- Human Resource Management (An overview)

According to EDWIN B FLIPPO,

THE RECRUITING YIELD PYRAMID:

1. INTERAL SOURCES OF CANDIDATES:

Filling open positions with inside candidates has many benefits.

2. Inside candidates may also be more committed to the company.

3. There is really no substitute for knowing a candidate’s strength and weakness.

2. OUTSIDE SOURCES OF CANDIDATE:

There are three types of employment agencies:

1. Public agencies operated by federal, state, or local governments.

1. Public and Nonprofit Agencies :

3. Temp Agencies And Alternative Staffing:

c).On Demand Recruiting Services (ODRS):

Sending an employer’s representative to college campuses to prescreen applicants and create

e).Referrals And Walk Ins:

f).Recruiting Via The Internet (JOB PORTALS):

S0URCE OF RECRUITMENT AT AIRCEL

Recruitment Process in Aircel

Internal Recruitment Process:-

Sources used for internal recruitment in Aircel are: -

Students on Summer Training (Internship):-

Sources Used for the External Recruitment:

Process of recruitment for permanent position:-

The process of recruitment in this team is discussed below.

2. Understanding the requirement: -

5. Screening of the profiles:-

6 Calling the candidates:-

7. Forward the profile to department head

8. Follow up with department:-

9. To schedule the candidate for interviews:-

10. Follow up the candidates:-

13. SALARY NEGOTIATION

14. Responsibility of joining: -

Recruitment Strategy at Aircel

Recruitment Strategy Learned at Aircel

Some of the more common business reasons for hiring include:

Priority can be assigned in the following ways:

3. Performance level to target

Performance targets include:

4.Experience level to target

Experience target ranges include:

• Inexperienced talent that can be trained