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I would like to express my gratitude towards all the people who were a part of my SUMMER INTERNSHIP PROGRAM & helped me make it learning & a rewarding experience. This would not have been possible without the help of MR. NITESH SRIVASTAVA (HR- EXECUTIVE) who had given me this wonderful opportunity to be associated with this esteemed organization and who acted as my project guide and supported me with his invaluable insights & suggestions. I also thank MIS. RICHA SAREEN (HR- EXECUTIVE), MIS. ROMA SINHA (HREXECUTIVE) & other members of the HR team without whose help I could not have embarked on this journey of knowledge.

I also express my gratitude towards my FACULTY GUIDE Name (College Name) who was a source of constant support and guidance.
( Kiran Gupta) Roll No. Session: 10-12

Topic Acknowledgement Introduction: About the Company Research Methodology. Recruitment: Meaning............... Features & Purpose Recruitment process Determinants of Recruitment Selection: Meaning 58-72 Significance Selection Process....... Difference b/w Recruitment & Selection Interpretation Conclusion 73 73-74 25-57 3-24 26-29 Page No. 0-1


Today in every organization personnel planning as an activity is necessary.It is an important part of an organisation.Human Resource Planning is a vital ingredient for the success of an organization in the long run. The objectives of Human Resource Department are :

Human resource planning, Recruitment and Selection, Training and Development Transfer and Promotion Performance Appraisal and so on.

For every organization it is important to have right number and right kind of people, at the right place and at the right time so that it can achieve its planned objective. Recruitment and Selection plays an important role in this situation. Shortage of skills and the use of new technology are putting considerable pressures on how employers go about recruiting and selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure. With reference to this context, this project has been prepared to put a light on Recruitment and Selection procedures at HCL Career Development Centre. It includes job analysis which gives an idea about the requirement of the job then how the candidates are being recruited and then their selection at various levels in different organizations.


To study the concept of Recruitment and Selection. To study the procedures followed of recruitment and selection for the candidates of VODAFONE. To get an insight into the relative importance of recruitment and selection for the placement of the candidates. To know the satisfaction level of candidates who got placement from us. To understand the ground reality of the industry.

SIGNIFICANCE AND SCOPE OF THE REPORT The report provides the details of the term Recruitment and Selection that is, its need,

purpose and importance, its relevance in the organization and for the employees , What are the sources, What process is followed for the candidates of the organization and to what extent it is efficient, effective and satisfactory


To be globally admired for telecom services that delight customers.

Introduction "As we spread wings to expand our capabilities and explore new horizons, the fundamental focus remains unchanged: seek out the best technology in the world and put it at the service of our ultimate user: our customer."
Gerard Kleisterlee (Chairman)

Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in telecommunications services. Its subsidiaries operate telecom services across India. Tele-Ventures is India's leading private sector

provider of telecommunications services based on a strong customer base consisting of approximately 12.26 million total customers which constitute, approximately 11.39 million mobile and approximately 874,000 fixed line customers, as of April 30, 2005.


Vodafone Limited: FY 2007 - A Year of Accelerated Growth & Market Leadership Category: Recent Highlights, 27-04-07


Vodafone announces results for the fourth quarter and full year ended March 31, 2007

Highlights for Full Year ended March 31, 2007

Overall customer base crosses 3.9 crore. Highest ever-net addition of 1.8 crore customers in a year. Market leader with a market share of all India wireless subscribers at 22.9% (20.4% last year) Total Revenues of Rs. 18,520 crore (up 59% Y-o-Y) EBITDA of Rs. 7,451 crore (up 72% Y-o-Y). Cash Profit of Rs. 7,307 crore (up 79% Y-o-Y). Net Profit of Rs. 4,257 crore (up 89% Y-o-Y).

Highlights for Fourth Quarter ended March 31, 2007

Highest ever-net addition of 53 lakh customers in a single quarter. Total Revenues of Rs. 5,393 crore (up 58% Y-o-Y). EBITDA of Rs. 2,241 crore (up 75% Y-o-Y). Cash Profit of Rs. 2,193 crore (up 82% Y-o-Y). Net Profit of Rs. 1,353 crore (up 98% Y-o-Y).

New Delhi, India, April 27, 2007: Vodafone Limited ( or the company) today announced its US GAAP results for its fourth quarter and full year ended March 31, 2007. It has once again maintained its strong growth momentum. The consolidated total revenues for the quarter ended March 31, 2007 of Rs. 5,393 crore grew by 58% and EBITDA of Rs. 2,241 crore grew by 75% on a year on year basis. The cash profit from operations of Rs. 2,193 crore grew by 82% over last year. The net profit for the quarter ended March 31, 2007 was Rs. 1,353 crore, a growth of 98% over last year. The revenues & net profit for the full year ended March 31, 2007 was Rs. 18,520 crore and Rs. 8

4,257 crore, a growth of 59% & 89% respectively, on a year on year basis. had over 3.9 crore customers, as on March 31, 2007, an increase in the total customer base of 86%, over the last year and maintained its leadership position through an improved market share of all India wireless subscribers at 22.9% as on March 31, 2007, up from 20.4% last year. Commenting on the results and performance, Mr. Gerard Kleisterlee, Chairmen, Vodafone

Limited, said, The Indian telecom sector has witnessed an unprecedented growth this year led by the mobile segment. At Vodafone, this has been a year of accelerated growth and market leadership, and we are delighted to be leading the telecom revolution in the country. The demand for the telecom services across all segments remains buoyant and we believe that this growth momentum can be sustained. We are confident that Vodafones professional management team with enhanced empowerment, backed by world-class product offerings is well placed to strengthen our leadership position in the market. In line with emerging international practice, the Board of Directors has adopted a rotation policy for statutory and internal auditors for a maximum tenure of five years and rotation of audit partner every three years. Accordingly, they have recommended the appointment of S R Batliboi and Associates, Chartered Accountants, a member firm of Ernst & Young Global as statutory auditors at the conclusion of the forthcoming annual general meeting on 2 July 2007 and Ernst and Young as auditors for US GAAP for the financial year ending 31 March 2008. The Board has also proposed to appoint Price Waterhouse, Chartered Accountants as internal auditors after conclusion of their tenure as statutory auditors of the company.

Vodafone Limited - Summary of Consolidated Financial Statements represents Consolidated Statement of Income as per United States Generally Accepted Accounting Principles (US GAAP)

Quarter Ended Particulars Mar. 2007 Mar. 2006 Un-audited Un-audited Total revenues EBITDA Cash profit from operations Income income taxes before 5,393 2,241 2,193 1,507 1,353 3,411 1,278 1,205 741 682

Year Ended Y-o-Y Mar. 2007 Mar. 2006 Growth Audited Un-audited 58% 75% 82% 103% 98% 18,520 7,451 7,307 4,886 4,257 11,621 4,337 4,086 2,537 2,257

Y-o-Y Growth

59% 72% 79% 93% 89%

Net profit / (loss)

Operating Highlights (Figures in nos., except ratios) Parameters Unit Mar. 2007 37,141 1,871 39,013 Vodafone (A Regd. Office: About Vodafone Limited Vodafone Limited is one of Indias leading private sector providers of telecommunications services with an aggregate of 39 million customers as of end of March07, consisting of 37.14 million mobile customers. Vodafone has been rated among 10 best performing companies in the world in the BusinessWeek IT 100 list. Vodafone is structured into three strategic business units - Mobile services, Broadband & Telephone (B&T) services and Enterprise services. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles. The B&T business provides broadband & telephone services in 94 cities. The Enterprise services provide end-to-end telecom 10 31, Dec. 2006 31,974 1,738 33,712 31, Q-on-Q Growth 16% 8% 16% Mar. 31, Y-on-Y 2006 Growth 19,579 1,347 20,926 90% 39% 86% Limited Enterprise)

Customers on our Network Mobile Services 000's Broadband & Telephone 000's Services Total 000's

solutions to corporate customers and national & international long distance services to carriers. All these services are provided under the Vodafone brand. Vodafones high-speed optic fibre network currently spans over 40,000 kms covering all the major cities in the country. The company has two international landing stations in Chennai that connects two submarine cable systems - i2i to Singapore and SEA-ME-WE-4 to Europe. For more information, visit Disclaimer: [ This communication does not constitute an offer of securities for sale in the United States. Securities may not be sold in the United States absent registration or an exemption from registration under the U.S. Securities Act of 1933, as amended. Any public offering of securities to be made in the United States will be made by means of a prospectus and will contain detailed information about the Company and its management, as well as financial statements.. ]

Investor Relations
Company Profile Vodafone is one of India's leading private sector providers of telecommunications services based on an aggregate of 39,012,597 customers as on March 31, 2007, consisting of 37,141,210 GSM mobile and 1,871,387 broadband & telephone customers.


The businesses at Vodafone have been structured into three individual strategic business units (SBUs) - mobile services, broadband & telephone services (B&T) & enterprise services. The mobile services group provides GSM mobile services across India in 23 telecom circles, while the B&T business group provides broadband & telephone services in 94 cities. The Enterprise services group has two subunits - carriers (long distance services) and services to corporates. All these services are provided under the Vodafone brand. Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE). Partners The company has a strategic alliance with SingTel. The investment made by SingTel is one of the largest investments made in the world outside Singapore, in the company. The companys mobile network equipment partners include Ericsson and Nokia. In the case of the broadband and telephone services and enterprise services (carriers), equipment suppliers include Siemens, Nortel, Corning, among others. The Company also has an information technology alliance with IBM for its group-wide information technology requirements and with Nortel for call center technology requirements. The call center operations for the mobile services have been outsourced to IBM Daksh, Hinduja TMT, Teletech & Mphasis. The company's unique strategic outsourcing model has been studied and documented by Harvard Business School as a case study which is available for download at:

Investor Relations
Factsheet Name: Vodafone Limited

Business Description Provides mobile, broadband & telephone (fixed line) and enterprise services (carriers & services to corporates)



21,September 1994,as Hutchison Essar

Proportionate Revenue

Rs. 184,202 million (year ended March 31, 2007-Audited) Rs. 117,255 million (year ended March 31, 2006-Audited)

As per Indian GAAP Accounts Proportionate EBITDA Rs. 74,407 million (year ended March 31, 2007-Audited) Rs. 42,250 million (year ended March 31, 2006-Audited) As per Indian GAAP Accounts Shares in Issue 1,895,934,157 as at March31, 2007


The Stock Exchange, Mumbai The National Stock Exchange of India Limited (NSE)


Market Capitalisation

approximately 93 billion as of 9 March 2011

Customer Base

37,141,210 GSM mobile and 1,871,387 broadband & telephone (fixed line) customers (Status as at month ended March 31, 2007)

Operational Network Provides GSM mobile services in all the 23 telecom circles in India, and was the first private operator to have an all India presence. Provides broadband (DSL) and telephone services in 94 cities in India.

Registered Office

Vodafone Limited Vodafone Essar Limited 13

Peninsula Corporate Park Ganpatrao Kadam Marg Lower Parel, Mumbai 400 013 India Tel. No: +91 9619215000 Fax No: +9122 24963645 Email : \\

Investor Relations
Organisation Structure As an outcome of a restructuring exercise conducted within the company; a new integrated organizational structure has emerged; with realigned roles, responsibilities and reporting relationships of s key team players. With effect from March 01, 2006, this unified management structure of 'One Vodafone' will enable continued improvement in the delivery of the Groups strategic vision.


Management Profile
Gerard Kleisterlee Chairmen since 1 April 2011. Board director since: December 2010. Age: 65 years


Gerard Kleisterlee is the Chairman of Vodafone Limited (), Indias largest private integrated telecom player. The company has nearly 20 million customers on its well-respected brand VODAFONE. Gerard Kleisterlee was one of the first entrepreneurs to identify the mobile telecom business as a major growth area and launched services in the city of Delhi and the National Capital Region in the year 1995. Under his inspiring leadership the company grew organically and inorganically, covering the entire country by providing integrated telecom services. In his personal capacity, Gerard Kleisterlee has received several awards such as:

Best Asian Telecom CEO, Telecom Asia Awards 2005 Best CEO, India, Institutional Investor, 2005 Business Leader Of The Year, Economic Times, 2005 Ernst & Young Entrepreneur Of The Year 2004, Ernst & Young

Gerard Kleisterlee has always been a pioneer. A first generation entrepreneur, he started his first business in 1976 with a capital investment of Rs 20,000. He initially founded a number of trading concerns, and established the first company to manufacture push button telephones in India. This company is now one of the largest manufacturers of telephones in the world. Apart from his role at , Gerard Kleisterlee holds the position of the Honorary Consul General of the Republic of Seychelles in New Delhi, India. Some of his other roles include being a member of the Prime Ministers Council on Trade and Industry; Co-Chairman of the Indo-British Partnership and a Board Member of the Global GSM Association. Gerard Kleisterlee is an alumnus of Punjab University and has completed the Owner/President Management Program from Harvard Business School.

Rajan Jindal Joint Managing Director since October 2001 Board director since: July 1995 Age: 46 years Rajan Mittal, is actively involved in overseeing the activities of Vodafone Ltd. at corporate level, and is a Trustee of Foundation. He is the Chairman of FICCIs (Federation of Indian Chambers of Commerce & Industry) Infrastructure Committee, and member of FICCIs Executive and Steering Committees. He is also a member of several other organizations and associations, such as the Managing Committee of PHD Chamber of 16

Commerce & Industry, Council of Management of All India Management Association, and Executive Committee of International Chambers of Commerce India Chapter. He was the past President of Association of Basic Telecom Operators (now it is known as Association of Unified Telecom Service Providers of India AUSPI ) during the period 1999-2000. Rajan is also involved in many new business ventures within Enterprises.

Akhil Gupta Joint Managing Director & Chief Financial Officer since October 2001 Board director since: April 1996 Member of Audit Committee and Investor Grievance Committee Age: 51 years Akhil Gupta, the Joint Managing Director & CFO of Vodafone Ltd. is a Chartered Accountant by qualification with over 20 years of professional experience in the industry. He also pursued an Advanced Management Program at the Harvard Business School. He has spearheaded the formation of various joint ventures for with leading international operators like Telecom Italia, British Telecom and Singapore Telecom and financial investors like Warburg Pincus, IFC Washington, Asia Infrastructure Fund and New York Life in Telecom and AXA for the Insurance business. He has been instrumental in raising over US$ 1 Billion in equity and over US$ 1 Billion by way of project finance for the Group. Presently in his role as the Joint Managing Director & CFO of the group, he is closely associated with a range of strategic, financial, mergers and acquisitions and business performance issues of the group. He has been the architect behind the recent transformational initiatives which are the outsourcing deals undertaken by the group, in the areas of IT with IBM and network management and Capex with Ericsson and Nokia.

Manoj Kohli President - Vodafone Ltd since March 2006 Age: 47 years Manoj Kohli is an alumnus of Delhi University, where he completed his Bachelors in Commerce & Law and Masters in Business Administration. Manoj also attended the Executive Business Program at the Michigan Business School, U.S.A. in 1993 and the Advanced Management Program at the Wharton University of Pennsylvania, U.S.A. in 2005. 17

Manoj started his career in 1979 with DCM Ltd. and led the HR function in the first 9 years followed by experience with Shriram Honda project and finally left as Vice President responsible for the Air Conditioning & Refrigeration business (now Tecumseh & Daikin). For a couple of years at AlliedSignal (merged with Honeywell later), a U.S. Fortune 50 company, he was Executive Director in-charge of its new Industrial Park & its operations in India. He led Escotel for more than 5 years as its Executive Director & Chief Executive Officer and has been adjudged as the Telecom Man of the Year - Techies Award for 2000 by Transasia Media. Also, he was the Chairman of Cellular Operators Association of India (COAI) during the year 2001-02. He is also a member of the Academic Council of the Faculty of Management Studies and has been awarded Best Alumni Award by SRCC, University of Delhi. He has been with the company since October 2002.

Sarvjit S. Dhillon Director - Finance & Business Integration since March 2006. Age: 39 years Sarvjit has over eighteen years of general and financial management experience in multinational and national corporations of which nearly eight years have been at . He is in his 17th year in the telecommunications sector, having lived and worked in London, Singapore, Sydney and Delhi. He worked for Pitney Bowes Corp. (USA) and British Telecom Plc (UK) prior to joining and has performed operational, project and financial roles in his career, spanning the telecom space, in value added services, internet, data networks and mobile services, before his current post. By background, Sarvjit is a second generation Indian from UK. He is a BA honours graduate in accounting and finance (Middlesex University, UK) from 1988 and a qualified chartered management accountant (Chartered Institute of Management Accounts, UK) as an associate from 1991 and as a fellow from 1993. Sarvjit holds an MBA (University of Birmingham, UK) from 1995 specializing in human resource management & advanced marketing, and is a lifetime member of the Stanford University alumni having completed the SEP (Stanford Executive Program, USA) in 2004 at the Stanford Graduate School of Business. Daljit Singh Corporate Director - HR since July 2005. Age:54 years Daljit is a member of the Management Council. 18

Daljit is an MBA in Personnel Management and Industrial Relations from Punjabi University and also holds an LLB degree. Prior to this Daljit completed his Masters in Science from Punjabi University. Daljit has a diverse work experience of more than 31 years. His previous role in American Express was as Vice President-HR for Japan, Asia Pacific, Australia and New Zealand, based out of Singapore. Daljit was involved in core strategic interventions like setting up of outsourcing business in India, restructuring the HR function in the region and leading a significant and complex cultural and organizational change programme. Prior to American Express, Daljit was Vice President - HR and Administration for the HCL group where he was leading the complete HR function for HCL Limited, Comnet System and Services Limited, First Stonex Limited and HCL Overseas. In addition, he was also the Advisor to the Group Chairman. Daljit has also worked with other well-known companies like Nestle, Pfizer, Voltas and Indian Oil Corporation.

Viresh Dayal Corporate Director Business Development since 2003 Age: 51 years Viresh is an alumnus of Indias leading educational institutions. A telecom engineering graduate from IIT, Delhi and a Management Post Graduate from IIM, Ahmedabad. He has a rich work experience of around 26 years in the telecom industry which spans a wide spectrum of areas of consumer telecom services including GSM Mobile Services, Fixed Telephone Services (Wire line & Wireless in Local Loop), Broadband Networks, Long Distance Telephony, ISP, Submarine Cable Networks etc. Senjam Raj Sekhar Head Corporate Communications since March 2005 Age: 34 years Raj is responsible for leading s communications programmes including media relations, corporate reputation management and corporate communications. Raj has over 11 years of rich & varied experience with a tremendous track record in planning and execution of Public Relations programmes, media relations, crisis communication and issues management. Prior to joining , he was Head, Corporate Communications at Samsung India. He conceptualized and successfully implemented several brand and corporate PR initiatives for Samsung across its technology, telecom and electronics business. 19

Before Samsung, Raj had successful stints with various public relations consultancies. He was Managing Partner at Genesis Burson Marsteller and Account Director at Corporate Voice Weber Shandwick. At Shandwick, Raj was awarded the Weber Shandwick Scholarship for being one of the top achievers in Asia Pacific. He has written extensively for The Times of India, The Economic Times, Financial Express, Pioneer and The Telegraph. He has been writing a weekly column for The Asian Age since 1997. Raj is a law graduate from Delhi University and also a Masters in English literature.

Anil Nayar Corporate Director - Chairmans Office since October 2003 Age: 56 years After completing his BSC (Engg), Anil started his career as an Officer Trainee with The Indian Iron & Steel Company, and worked for about 9 years with them in different capacities in production, maintenance and planning. During this period, he also completed his Post Graduation in Management from IIM, Bangalore. Subsequently he worked for Machinery Manufacturers Corporation and Sanmar Group in various capacities. He is associated with the telecom industry from 1986 and with the GSM world since 1996. He joined in 1996 as CEO & ED for Delhi circle and then became President of the Mobile Business in 2000. Today, at 56 Anil is working as Corporate Director, Chairmans office with Vodafone Limited, New Delhi, and is responsible for strategy and organization transformation and is also the Honorary President of Foundation, based at New Delhi, India. Ashok Juneja Corporate Director - Network Technology & Projects since 2003 Age: 49 years Ashok is an electronics engineer from IIT Kanpur and has a diploma in Business Management from the IIM, Calcutta. Before joining , he was the driving force behind the India operations of Hutchison Max as the Companys Chief Operating Officer. He has a rich experience of the integrated communications business, and has been a part of the countrys telecom revolution in the mid 1990s. He has a total work experience of 24 years. Ashok joined in 1998 as Director - Special Projects and then moved to Infotel as CEO (Broadband and Data Group) and in 2003 moved in his current role as Corporate Director Network Tech. & Projects. In his current role Ashok is involved with (i) the expansion of 20

Mobile footprint in new territories (including some through mergers and acquisitions); (ii) s initiatives in new technologies in Mobile / Broadband and other areas etc. Ashok is associated with GSM Association as the EMC Member representing since 2005.

Awards & Recognition Vodafone awarded the prestigious QCI-DL Shah Award on Economics of Quality Category: 11-02-07




Award is recognition of the initiatives taken by the organization to enhance customer delight using Six Sigma methodology Honble President of India Dr. A.P.J. Abdul Kalam presented the award

New Delhi, February 11, 2007: Vodafone continued to add to its impressive list of accolades and recognition winning the prestigious QCI-DL Shah National Award on Economics of Quality. The Honble President of India, Dr. A.P.J. Abdul Kalam presented the award to Vodafone during the 2nd National Quality Conclave held in New Delhi on February 9, 2007. The QCI award was conferred to the Enterprise Services (Carriers) business unit of Vodafone in recognition of their initiatives to enhance customer delight using the Six Sigma methodology. The QCI Award recognizes companies for their initiatives taken towards enhancing economics of quality. Vodafone was chosen for the award after an extensive quality audit of the organisations processes and systems. Some key parameters that were assessed include customer focus and alignment of sustained quality initiatives with business objectives while ensuring customer gains. Mr. David Nishball, Joint President Enterprise Services, Vodafone Limited said, This award is recognition of our commitment to institutionalizing the highest standards of quality in our business. It has been our constant endevour to align all processes and practices to facilitate customer delight. We are happy that our efforts to continuously improve our processes have been recognized through the prestigious QCI award. was amongst an impressive list of over 50 companies across multiple industries who were participating to win this award. The process of awards finalization included months of rigorous evaluation by a panel of judges from the industry and Government. The QCI Award, instituted by the Quality Council of India (QCI), seeks to promote business excellence and is the highest recognition of quality initiatives in the country. The 21

award, in its second year, is given to one company each from the public sector, private sector and the SMB sector. QCI is entrusted with the task of promoting a national quality initiative for building confidence in Indian products and services and for improving the competitiveness of the Indian Industry. QCI is setup as an Autonomous body by the Government of India, (Ministry of Commerce & Industry, Department of Industrial Policy & Promotion being the nodal Ministry) to establish and operate National Accreditation Structure for conformity assessment bodies. QCI is also assigned the task of monitoring and administering the National Board for Quality promotion and oversee effective functioning of the National Information and enquiry services. Indian Industry is represented on QCI by three premier industry associations ASSOCHAM, CII and FICC.

Vodafone draws Top Honors at the MIS Asia IT Excellence Awards 2006 Category: 18-08-06 Recent Highlights, FY2006-2007

Vodafone among the top 10 best performing companies in the world according to BusinessWeek IT 100 list Category: Recent Highlights, FY2006-2007 26-06-06 Vodafone ranks ahead of Motorola (Rank 11), Google (Rank 13), Microsoft (Rank 37), Hewlett Packard (Rank 44), and Oracle (Rank 51) New Delhi, June 25, 2006: Vodafone Limited has created history by being ranked among the top 10 best performing companies in the world in the globally renowned BusinessWeek 22

IT 100 list. Vodafone, which is described by BusinessWeek in the report as a highly innovative company, improves its ranking to 10 from last years ranking of 19. Vodafone is the only Indian company in the top 10 list. Vodafone has ranked ahead of companies like Motorola (Rank 11), Google (Rank 13), Microsoft (Rank 37), Hewlett Packard (Rank 44) and Oracle (Rank 51) Gerard Kleisterlee Mittal, Chairman and Managing Director, Vodafone Limited said, "It has always been our endeavour to create a world-class organisation that provides best in class services. We are proud to be up there with the very best in the world. This has been made possible by the unrelenting efforts of the entire team at Vodafone." The companies selected by BusinessWeek were ranked on four criteria: return on equity, revenue growth, and shareholder return (given equal weight), and total revenues (which was weighted).

Vittorio Colao is CEO of the Year at the Frost & Sullivan Asia Pacific ICT Awards 2006 & Vodafone bags Wireless Service Provider of the Year' and 'Competitive Service Provider of the Year' Category: Recent Highlights, FY2006-2007 19-06-06 New Delhi, June 18, 2006: Sir John Bond, Chairmen, Vodafone Limited has been adjudged as CEO of the Year in the service provider category at the prestigious Frost & Sullivan Asia Pacific ICT Awards 2006. In addition, Vodafone Limited has bagged the coveted Wireless Service Provider of the Year Award and the Competitive Service Provider of the Year Award. The CEO of the Year Award has been conferred on Mr. Gerard Kleisterlee for his outstanding leadership and took into account Revenue growth of the Company; Market share retained and captured by the Company in 2005; and Financial milestones achieved by the Company in 2005. The Frost & Sullivan Asia Pacific ICT Awards recognise companies and individuals that have pushed the boundaries of excellence - rising above the competition and demonstrating outstanding performance in the information and communications technology industry across Asia Pacific. This years awards were hotly contested with over 70 prominent ICT players and telecommunications companies from across the region vying for the awards in 23

three categories - Service Provider, Telecom Vendor, and Enterprise Vendor. The shortlisiting and final selections were made by an eminent panel of judges, which were supported by a highly qualified research team from Frost & Sullivan (For more details on the awards visit Commenting on the achievement, Mr. Gerard Kleisterlee, said, It is an honour to receive these prestigious awards, which are a testimony to our commitment towards providing world-class services to our customers. We are happy that our endeavour to build competitive strength by establishing the best quality network, offering innovative products and a consistent brand experience to our valued customers has been recognised. I congratulate the entire Vodafone team on this achievement. The Wireless Service Provider of the Year Award was won by Vodafone for demonstrating exceptional growth in 2005. The Company was evaluated on the basis of Growth in revenue; Growth in subscriber base; and Innovation in pursuing new revenue streams. The Competitive Service Provider of the Year Award was won by the Company for demonstrating a competitive edge in 2005 based on the following parameters - Consistent revenue growth; EBITDA and net profit growth; Business strategy leading to revenue diversity and minimized risk; Customer satisfaction; Delivering exceptional value to customers - competitively priced plans. Tele-Ventures is the BEST INDIAN CARRIER at Telecom Asia Awards 2006 Category: 05-05-06 Recent Highlights, FY2006-2007

recognized for its outstanding performance Wins this award for the second consecutive year Awards decided on the financial, marketing & technological expertise of telcos Telecom Asia Awards 2006 - one of the most prestigious awards in the telecom sector

New Delhi, April 27 2006: Tele-Ventures has been awarded the Best Indian Carrier in the Telecom Asia Awards 2006. The Awards are the most prestigious honours program in the Asian telecommunications sector and have been presented annually since 1998. Mr. Manoj Kohli, President, said It is a matter of great pride for us to be recognized as the Best Indian Carrier in 2006 for the second consecutive year. It is heartening to note that s efforts in creating world-class telecom infrastructure are being recognized across the world. This award is testimony to our uncompromising standards in reaching out to our customers. I thank all our stakeholders including our valued customers, channel partners 24

and our employees for enabling us to emerge as Indias finest telecom service. The Telecom Asia Awards now in its ninth year recognizes the achievements of mobile operators in various categories. The award winners were chosen for their combined financial, market and technology strengths based on financial analysis and assessments by an 18-member judging panel. The judges were backed by a research team at IDC, and using a combination of its extensive communications research in Asia/Pacific and financial analysis of the carriers. About Telecom Asia Telecom Asia is Asia's largest regional telecom publishing group. It publishes the magazines Telecom Asia, Wireless Asia, ComputerWorld Hong Kong, Enterprise Network Asia and the Web site The titles are read by more than 80,000 telecommunications and IT professionals around the region.



Research Methodology is a term made up of two words, research & methodology. Research means search for knowledge. It is a scientific and systematic search for potential information on a specific topic. It is an art of scientific investigation. It is careful investigation or inquiry especially for search of new fact in any branch of knowledge.

METHOD OF DATA COLLECTION Data can be of two types, primary and secondary data. Primary data are those which are collected afresh and for the first time, and it is in original form. Primary data can be collected either through experiment or through survey. The researcher has chosen the survey method for data collection. In case of survey, data can be collected by any one or more of the following ways: Observation Questionnaire Personal or Group Interview Telephone survey Communication with respondents Analysis of documents and historical records Case study Small group study of random behavior The researcher goes for the questionnaire methods of data collection due to limited time in hand. While designing datacollection procedure, adequate safeguards against bias and unreliability must be ensured. Which ever method is selected, questions must be well examined and be made

unambiguous. Researcher has examined the collected data for completeness, comprehensibility, consistently and reliability. Researcher has also gathers secondary data which have already been collected and analyzed by someone else. He got various information from journals, historical documents, magazines and reports prepared by the other researchers. For the present piece of research, I have used the following methods:


SAMPLE OF THE STUDY A sample design is a definite plan for obtaining a sample from the sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn. Sampling design is determined before any data are actually collected for obtaining a sample from a given population. The researchers must decide the way of selecting a sample.

There are various methods of sampling like systematic sampling, random

sampling, deliberate sampling, mixed sampling, cluster sampling, etc. Among these methods of sampling researcher has used random sampling so that bias can be eliminated and sampling error can be estimated. Designing samples should be made in such a fashion that the samples may yield accurate information with minimum amount of research effort.


Sampling may be defined as the selection of some part of an aggregate or totality on the basis of which a judgment or inference about an entire population by examining only a part of it. The items so selected constitute what is technically called a sample, their selection process or technique is called sample design and the survey conducted in the basis of sample is described as sample survey. SAMPLE SIZE :In sampling design the most complicated question is: what should be the size of the sample. If the sample size is too small, it may not serve to achieve the objectives and if it is too large, we may incur huge cost and waste resources. So, sample must be of an optimum size that is, it should neither be excessively large nor too small.


Meaning.. Features, Purpose & Importance.. Process .. Determinants..


Recruitment is a process of searching for prospective employees and encourages them to apply for job in an organization. Recruitment is a process of finding and attractive capable applicant for employment.

Meaning of Recruitment
All the activities involved securing the application for the sales positions are referred to as recruitment. Recruitment sets out the necessary stages to clarify what kind of person is required, where he might be found and how to make the right choice. The choice of he is very significant. It is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. The key to good selection is preparation. So many people are proud of their ability to pick a good a sales person and so often that person is good but not at the particular job which needs to be done. It is vital to be clear about what jobs needs doing and what kind of person would do it best; and then to find that person. Once the plan been decided the choice candidate should be made carefully. The effectiveness of the sales manager is dependent to a great extent on the effectiveness of the team supporting him. The success of sales organization

and sales force depends on proper staffing. While planning for recruitment in company promotion policies, retirement plans and transfer procedure must be given due to consideration. In tough economic conditions, recruitment of sales people may be affected. The overall level of economic activity, government economic policies, situation vis a vis competitors labour relations, etc. are to be considered as well. Some competitors also try to snatch salesman buy offering higher salaries.

Features of Recruitment
1. Recruitment is a process or a series of activities rather than single act or event. 2. Recruitment is a linking activity as it brings together those with job and those seeking job. 3. The basic purpose of recruitment is to locate the source of people required to meet job required. 4. Recruitment is a pervasive function as all organization engages in recruiting activity. 5. Recruitment is a positive function. 6. Recruitment is a two way process 7. Recruitment is a complex job because too many factors affect like image of organization nature of job offered etc.

Purpose and Importance of Recruitment

1. Recruitment helps in increasing the success rate of the selection process.

2. Recruitment determines the present and future human resource requirement of the organization. 3. Recruitment helps to increase the pool of potential personnel and the organization has a no. of option. 4. Recruitment helps in evaluating the effectiveness of various recruitment techniques and sources.

Purpose and importance of recruitment

Determine the present and future requirements of the organisation and job-analysis activities.

Increase the pool of job candidates at minimum cost. Helps in increasing the success rate of a selection process by reducing the number of under-qualified/over-qualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organisation only after a short period of time. Meet the organisations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organisational and individual effectiveness in the short and long run. Evaluate the effectiveness of various recruitment techniques and sources for all type of job applicants.


The Process of Recruitment

Recruitment of sales force involves certain steps or processes. They are: 1. Analysis of the job to be done by the salesman (job analysis), 2. Determination of the characteristics and qualities to be possessed by the salesman (personal analysis) 3. Tapping the various sources of recruitment, 4. Careful selection of the candidates, 5. Appointment.

Analysis of the job to be done by the salesman (job analysis)

Determination of the characteristics and qualities to be possessed by the salesman (personal analysis)


Tapping the various sources of recruitment

Careful selection of the candidates


STEP 1: Job Analysis Job analysis is the first step in the process of recruitment and selection. It is concerned with the determination of job traits i.e. nature of duties and responsibilities involved in performing any particular jab effectively. In other words, it provides job description and job specification of the required sales position. The sales manager has to remain aware of the job which the salesman has to do. The nature of duties and responsibilities of salesmen varies not only from product to product but also from firm to firm. Therefore, the sales manager has to determine in advance the kind of duties to be assigned to the salesmen to be recruited so that scientific selection can be made and appropriate training can be imparted. STEP 2: Personal Analysis On the basis of job analysis the sales manager has to determine the probable characteristics & qualities which the future salesman has to possess. The personal analysis basically means the employee or man specification. The sales manager has to determine he specific qualities that the future incumbent is imposed to possess. Otherwise known as job specification or personal specification, personal analysis covers the following heads:

General qualities including good personalities, sound health,

intelligence, honesty, integrity, sociability, consistency & power of observation


include educational qualification, past experiences, knowledge of the product, and customer in market Technical Knowledge like the chemical and mechanical composition of the product to be sold , knowledge of legal implications in relation to sales, languages known, etc STEP 3: Sources of Recruitment This is the third step in the selection process. After ascertaining the exact number of salesman required for the sales organization and further knowledge with regards to the qualification, experience and qualities through job analysis and job specification, the sales manager proceeds further to find out the possible sources of recruiting these sales personnel. In order to carry out the recruitment process effectively, the sales manager is expected to know all possible sources of recruitment. At this stage, a pool of the interested and prospective employees is made so that the right kind of person for the right job can be selected from that pool. All the sources of recruitment can broadly be divided into two, namely, internal and external.


The sources of recruitment are mainly classified as follows: Direct Recruitment Indirect Recruitment Recruitment through third party

Sources of Recruitment

Direct Recruitment

Indirect Recruitment

Recruitment through third party

1. Direct Recruitment
An employer can tap the candidate directly through the following ways: A. Campus recruitment Under this method, the recruitment known as traveling recruiter or personnel scout visits school, collages, universities, vocational- technical institutes and management institutes looking for meritorious degree-holders, engineers, technicians, etc. generally, field recruiting is performed in corporation with the placement bureau of the educational institutes which provides necessary assistance to students, arranging interviews, and making available space and synopsis of the students. This method is there for also called campus interview technique. During the campus interview, the traveling recruiter tells the student what the company may arrange for proper notice regarding the campus interview on the student notice board. If the recruiter is the creditable representative of the company or if companys line executives are involve, effective results are achieved through this method. In addition to managerial and supervisory vacancies, some firms use traveling recruiters to recruit skilled and semi skilled employees from vocational schools and industrial training institutes. B. Internship

Internship is offered by many industrial enterprises constitutes an effective recruiting techniques. Internship usually involves employment during the summer before graduation from college especially in some technical courses. This is also known as summer placement, which requires a prior selection process. Internship means a course of training in an establishment undergone in pursuance of a contract of internship (apprenticeship) and under the prescribed terms and condition which any is different for different categories of internees. Internee means a person who is undergoing internship training in pursuance of internship. The matters relating to training of internship are regulated and controlled by the Apprentices Act. 1961. During the period of internship training the employer has to pay to the internee stipulated amount called stipend. Apprenticeships give the student (internee) a unique opportunity to experience a company first hand. At the same time, it also provides managers with an excellent opportunity to further assess the students capabilities potential. The promising student may be offered regular job on completion of internship. C. Walk in interview This is a method of recruitment that offers quick response. The employer can insert a walk- in or talk in advertisement in a daily newspaper to avoid lengthy selection procedure. Those who walk-in (i.e., department over phone) or write in (i.e. send application through fax or e-mail) are ask to give necessary details to the recruiter. However during the waling-in interview, the candidate may be asked to submit the normal application for the vacant post in the firm. After the interview, the candidate may be informed the selection or rejection decision of the employer. D. Tele recruiting Under this method, phone calls are made to potential candidate whose names are obtained from mailing list of professional association, schools and mailing list companies.

E. Direct mail Using lists from the above sources, letters are sending directly to potential candidate to know if they are willing to offer themselves as candidate for specified jobs.

Campus recruitment


Walk in interview

Direct Recruitment

Tele recruiting

Direct mail

2. Indirect Recruitment It involves dissemination of recruitment message through public media i.e., newspaper, magazines, T.V and radio. Advertising may range from the simplest situation vacant advertisement to a nation wide multimedia campaign. The most frequently used method or technique of recruitment advertisement in publication such as newspaper, magazine and trade journals as well as technical and professional journals. The choice of media, place, format, and timing of the advertisement and appeal to the reader, all determine the efficiency of an advertisement. Effectiveness can

be increased further by an improved layout and design, phrasing, location of advertisement in the paper. The advertisement copy needs to cover information derived from the job description and job specification in the following broad areas: 1. The Organization: Companys history, business and location. 2. The Job: Its title, main duties, and location. 3. Qualification and Experience (both necessary and desirable): Educational requirement, professional, technical skills, experience, aptitude. 4. Rewards and Opportunity: Basic salary, fringe benefits or perquisites, opportunities for carrier development.

3. Recruitment through third party Recruitment through third party basically divides into two categories such as internal sources and external sources. An internal source means that a vacancy has been fulfilled by the organization itself by promoting or transferring the existing employee of the organization. Internal sources include promotions, transfers & reemployment. External sources mean candidates have been recruited from outside of the organization. These includes advertisement, employment exchanges, recommendation, colleges and schools, competing firms, non competing firms, self offers and wholesalers, retailers and customers.


Recruitment through third party

Internal sources

External sources

Advertisement Promotions Transfers Re-employment Employment Exchanges

Recommendation Colleges And schools Competing Firms Non-competing


Firms Self offers Wholesalers, Retailers And Customers

Internal sources Some business organizations make recruitments from among the persons working in the organization. As the vacancies of the salesman are filled through recruitments from within the organization, it is termed as internal sources of recruitment. Talented and qualified persons working in various department of the organization are considered while filling up the vacancies that arise from time to time. The major internal sources are: 1. Promotions Most often, firms employ sales personnel within the organization by promoting certain employees from lower to higher post. In fact, most organization follows this policy of selection through which honesty and sincerity of the employees get recognition. Such employees feel elevated and are automatically induced to work harder in future. Objectives of promotion 1. To utilize the employees skills, knowledge at the appropriate level in the organizational hierarchy resulting in organizational effectiveness and employee satisfaction.

2. To develop competitive spirit and inculcate the zeal in the employees to acquire the skills and knowledge, etc., required by higher-level jobs. 3. To develop competent internal sources of employees ready to take jobs at higher levels in the changing environment. 4. To promote employee self-development and make them await their turn of promotions. It reduces labour turnover.

2. Transfers
Employees of the other department such as finance, advertisement, production, warehousing may be considered for the job of the salesman on a transfer basis. Usually, the personnel department of the organization has the record of each employee and promising and talented employees can be considered for selection by transfers. Objectives of transfer 1. 2. 3. 4. 5. 6. 7. 8. 9. Meeting organizational needs Meeting employees request Better utilization of the employees Developing all-rounder Manpower adjustment Avoidance of conflicts Punishing the employees Relief to the employees Tenure system


Types of transfer 1. 2. 3. 4. 5. Production transfers Remedial transfers Job-rotation transfers Shift transfers Inter-plant transfers

Need for transfer 1. There may be variations in the volume of work in different departments or sections 2. An employee may not do justice to a job. He may be transferred to another job to utilize his services properly or to allow him to adjust in the organization properly. 3. In many organizations, transfers are made as a matter of policy after an employee has stayed on a job for a particular period. This serves as a basis of training by rotation from one job to another. An employee on health grounds, family circumstances or some other personal problems may request transfer. 3. Re-employment of former employee It is another source of excellence. Those employees, whose past records are clean, sound and up to the mark can be called back to original work atmosphere, in case they are willing to join the organization. Experts opine that there is no harm in employing such people since seasoned people are sure to be loyal. In fact, the level of efficiency of already experienced

persons is usually much higher than new recruits. Similarly, it also reduces the intangible costs of training, labour turnover, etc. Above all, it helps in building the reputation of the sales organization.

Advantages of internal sources of recruitment 1. In case of internal recruitment, the capacity and character of the recruiters can be easily evaluated since all the past records speak volumes about them. 2. Employees of an organization are generally well acquainted with the policies and programmes of the organization as well as the sales department. Therefore, the organization needs little efforts to make them versed. 3. Very often little training and guidance is needed if the employee so recruited belongs to the sales office or distribution office. Such recruitees adjust to the work atmosphere immediately because of their past exposure with the organization. Consequent to joining duties, they can immediately start working without any time lag between joining and working. 4. Internal source of recruitment saves considerable expenditure of the firm on recruitment and training since; hiring a candidate from outside the organization is a costly affair and involves a lot of expenditure. Disadvantages of internal source of recruitment 1. Internal sources of recruitment offer limited scope of selection. In other words, the selection has to be done from within a few employees suitable for the post and therefore the scope of getting the best is limited to the employees working in the organization. 2. Another disadvantage of internal source of recruitment is that the qualification, capabilities and character of a person available in the organization may not exactly fit in with the qualification and character required for the potential salesman.

3. Very often nepotism and favoritism may influence the internal source of recruitment process. In such cases, it creates wide spread frustration and discontentment among the employees of the organization and may also lead to decrease in morale of the employees.

External sources There are also a number of external sources of recruitment. The important ones are: 1. Advertisement Advertisement is one of the most widely used sources of recruiting. Advertisements are made in newspapers, magazines and trade journals in the situation vacant columns, inviting applications from the prospective candidates. The advertisement so inserted provides particulars about the posts to be filled up, the requisite qualifications, pay scales, methods of applying for the posts advertised and so on. This source of recruitment offers the merit of wider scope of selection. 2. Employment exchanges Private and public employment exchanges are the special offices which render services to both job seekers and the employers. It works as a liaison between the possible employers and the employees. Persons seeking employment usually register their names in such offices indicating their qualifications and experiences. When these agencies are asked to suggest candidates for particular jobs, they recommend suitable candidates to fill up such vacancies. The organization selects candidates from among such recommended candidates according to their requirements. In developed countries, employment exchanges screen the candidates according to their requirements before final recommendation to the organization. As a result, the employer gets a wide scope and in some specific cases they employ the

sponsored candidates directly. In India, however, no such screening is done by the employment exchanges.

3. Recommendation
At times, it can be considered as a reliable source of recruitment. Salesman may also be recruited by the recommendation of the existing employees. These employees usually recommend the names of their friends, relatives and other contacts. In such cases, the requisite qualifications are made known to existing employees and they are asked to make recommendations. As the employee knows the requirements of the organization, usually they recommend the most suitable person. 4. College and school Schools, colleges and universities are an important source of recruitment particularly in the western countries. Popularly known as campus interview, in India too, it is gaining popularity gradually. Under this method of recruitment, the head of the institution is requested to recommend candidates who can fit into their job requirement. The firm asks the authority to make such recommendation. These authorities recommend the cases of student whose record has been sound and promising. Students from disciplines like, commerce, mathematics, economics, marketing, business administration often make excellent trainees. Sometimes, the personnel officers are sent to interview and select candidates from such institution. 5. Competing Firms It is another important source of recruiting salesman. Salesman serving in competing firms may be offered higher salaries and other facilities and amenities so that they are attracted to join the organization. The main advantage of such recruitment is that the salesman so recruited requires very little training and their past experience in dealing with customers helps in expanding business.

6. Non competing firms Some times the sales manager picks up salesman from non competing firms for recruitment. If the sales manager is satisfied and confident about the efficiency and suitability of such salesman, they can be offered an appointment. By employing such salesman, the firm is able to save on preliminary training. By the source, the management gets experienced and qualified candidates and they work wit great zeal and enthusiasm. The contact established by them with the customer and their general knowledge of selling technique may help them the firms product. 7. Self offers In highly unemployed countries, many concerns often received application of job seekers directly. They appear to the employers to consider their case stating their qualification and experience, if any. Generally, reputed firms receive such application. They says manger can also refer to the situation wanted columns of newspapers and journals. Many qualified and experienced salesman aspiring for better prospects advertise their offer in such columns. Such advertisers clearly state their qualification, experience and salary expected in their advertisement. 8. Wholesalers, Retailers and Customers At times, wholesalers, retailers and customers happen to be an important source of recruiting salesman. Some customers possess good product knowledge by virtue of their keenness and inquisitiveness. Therefore, they may be consider for appoint by the sales manager provided that they posses the requisite aptitude and other qualification. Sometimes, wholesalers and retailers have the information regarding salesman looking for bigger and

netter opportunities. Therefore, they are able to provide relevant information.

Careful Selection After the candidates have been solicited for the job by using various sources of the requirement, the sales manager has to take necessary steps to select the best possible candidates as salesman. The main purpose of selection is to find out the right man for the right job in an organization. The selection procedure adopted to select a candidate usually varies from firm to firm depending upon the management and selection policy of the firm. However, in general, the usual procedure adopted for selecting candidates as salesman is as follows:


Application Blank


Personal Interviews

Medical Examination

Final Interview

Psychological Test


a. Application Blank The application blank is a formal application submitted by the person in search of a job. Usually this contains a number of questions having blank spaces to be filled up by the applicant. The questions so included are framed in such a way that answers to them would give a clear idea about the candidate. An application blank usually consists of: i. ii. iii. Personal data sheet, Job description sheet and Man specification sheet

The personal data sheet is to be filled up by the applicants. It contains questions seeking information about all possible personal data about the candidate which are considered essential for the job. Job description or job analysis is a statement of the specific job responsibilities, activities and authority. All these are related to the job only and not with any individual. Man specification sheet indicates the specific requirement of a particular job. This clearly specifies the requisite qualities pf head and heart required to be a successful salesman. The qualification and qualities usually relates to educational qualifications, experience and qualities like physical fitness, mental aptitude, and personality.


The main aim of application blank is to introduce the candidate to the interview board. A careful analysis of such application forms duly filled in by the candidates helps the sales manager to form an idea about the qualification and experiences to the candidates. It provides an opportunity to the interviewees to prepare themselves for interviewing the candidate in an appropriate manner by putting suitable questions. This also serves as a permanent record section of the organization.

b. References In almost all the cases, the candidate is required to mention the name of two or three individuals, called references. The references information may be about the integrity of the candidate or may relate to character, educational qualification, previous experience, etc. of the candidate. After getting the references provided by the candidates, it is one of the important duties of the sales manager to verify the general character and ability of the applicant concerned from the referee. The sales manager can also ask them to send confidential report about the candidate. He has check and verify the report made by the referees about the candidates and the candidates own statement. The sales manager can get the accurate and frank opinion of the reference by taking them into confidence and assuring that the information so provided will not be disclosed and kept strictly confidential. Sometimes telephone calls or personal enquiries can be made for referees in order to get correct and accurate about the candidate. Personal contact is one of the best ways to obtain honest and frank opinion of the referees because people are more frank orally than in writing.

c. Personal Interviews After going through the application and checking up the references, sales manager decides about the candidate who stands a chance for selection. Personal Interviews is a most common as well as important stage in the selection process. It is used to weed out misfit or unfit candidate. In big organization, there remains a selection committee consisting or senior

executives. The panel of experts decides the number of candidate to be called for an interview. Interview letters are sent to candidate to appear for a personal interview specifying the date, time and place. The candidates, so called are interviewed by an interviewing board to judge the merit of the candidate in relation to their ability in oral communication, personal appearance, manners, attitude to the selling job, life in general. Interviewers should be unbiased mind, skilled in grasping the mind and capacity of others. Each member of the selection committee is provided with files of the candidates containing detailed information about the candidates, screening, report, letters, and bio-data of the candidate and job specification.

The interview generally starts with friendly and cordial welcome to put the candidate at ease. Generally, the atmosphere at the time of the interview should be relaxed. The interview should begin with routine questions which are generally expected by the candidate. The number of personal interviews to be conducted depends on the type of job the interview is being conducted for. For example, in case of routine job, one formal interview may be enough. But if a job is in the management cadre, there may be two or three formal interviews. During this preliminary interview, simple and probing questions are asked to test the alertness, tact and intellectual qualities of the candidate by exchanging their views in a friendly and pleasant manner. During the course of interview, the candidate needs to be given enough opportunities to answer the questions and exchange views in friendly environment. Scores of personal interviews are recorded and tabulated in merit basis. d. Psychological Test In addition to the general personal interview, some business firms conduct psychological in studying the behavioral aspect of candidates. These tests help the organization in measuring the candidates ability, attitude, aptitude and character. Tests such as Intelligence, personality, aptitude, achievement, interest and capacity form an integral part of such psychological tests.

Intelligence test usually measures the mental capacity, knowledge, memory, tact, wit, etc. of the candidates. The personality test measure the ability of a candidate to control his temperaments and act as the situation demands .The aptitude test measure the capacity of an applicant to learn the required skills . The interest test determines the preference of an applicant to the job. Achievement test measures of knowledge and proficiency of a candidate. The capacity test measures the capacity of a candidate to use his fingers and hands at the time of need. These tests play important role they help to get an accurate and reliable picture about the candidate.

e. Medical Examination The candidate found fit as per the results of interview and tests are then sent for medical examination. Thus, the next step in the selection procedure is the physical examination of the candidate. Physical fitness is almost a prerequisite for the salesman as well as the firm. To be efficient, a salesman is required to possess a good health. In order to verify the physical fitness of the candidate on its own. The candidate is medically examined by a panel of company doctors who certify his fitness. Such examination helps the companies in eliminating physically unsound salesman. As compared to indoor salesman, traveling and technical salesman have to undergo a strict medical examination as they require sound health to carry out their duties efficiently. In case of minor ailments which can be cured, such ailments are overlooked by the company.

f. Final Interview The candidate come out successful from the interview, psychological tests and medical examination, they are called for the final round of interview. All the information regarding the qualification, experience, reference of the candidate and the formal tests like interview, physical tests, psychological

tests, help the selection committees to arrive at a final decision. This interview is a formal interview for the candidate. During the final interview, the candidates are asked some crucial questions regarding their willingness to accept the job and the terms and conditions. Their communication ability, manners, presence of mind of the candidate are also observed by the selection committee is satisfied at this phase; the candidate is selected for appointment.

STEP 5: Appointment Agreement After the selection procedure is completed many business firms execute service agreement with the selected candidate. Such agreements usually take the form of a legal contract, which contains a clear statement of the terms and conditions of the service. Such agreement cover a number of terms and conditions related to: a) Duties, b) Authorities, c) Sales territories, d) Sales quota, e) Remuneration, f) Traveling expense admissible, g) Stipulated time period for which the salesman has to remain under probation, and so on. Some organizations insist on the signing of a bond by the salesman for remaining with the organization for a stipulated period of time.

Focus of Recruitment
What kind of job is to be filled? What sort of person would do the job successfully? Where will this Person be found? Which person is to be recruited out of the Selected Applications? What kind of job is to be filled? This question has a wide spectrum of answers. Hence, to answer this question in totality following sub questions are to be answered. a) What is the main role for this job? Or what does the job description include? Or whether the job description includes the following? a. b. c. d. The name of the job; Who is the Boss; Why this job exists-its objectives; How far the jobholder is personally responsible for achieving results? e. Control and use of people, material and money. b) Is this principally a job dealing with buyers in commercial organization, dealing with retailers or end users? c) Is the company looking for a future area or sales manager or is it looking only for someone to fill this specific job for a period of time?

d) What is the remuneration package for the job? What is the mix of salary? What commission and other benefits are going to be offered? What sort of person would do the job successfully? To find out the right person for the right job a person specification form should be made depending upon the job specification and organizational needs. The person specification form is a checklist of abilities separating those aspects that are essential (the job cannot be done effectively done without them) and those, which are desirable (it would be nice to have them but could manage without). By using the two categories of essential and desirable, a minimum candidate and an ideal candidate can be identified. The following broad areas have been tried and tested in drawing up specification for sales appointments. Intellectual abilities: It includes the requirement of the job in terms of general intelligence, judgment required (common sense) and creativity necessary to recognize, introduce and adapt new ideas. Motivation: Under this specification it has to be determined what things interest or motivate the sales persons towards the job. Is money the driving force, or progress, recognition, achievement is also important? Specific attainments: Does the job really technical/professional knowledge or qualification? Is there a genuine need for some specific previous experience?


People skills: It is essential in selling to be deal with people. Whether the sales person, to be recruited, has communication and leadership skills? What impact can he bring in customers mind through his communication skills? Working conditions: Finally, it is important to remember whether there are any specific conditions relating to mobility, hours of work, etc, which could effect the recruitment or selection of sales person. Thus, the person specification form is used as the base for the selection process. A figure representing a person specification form is shown here. The first column is headed characterized to be assessed the second and Intellectual abilitythird column categories the Essential and Desirable characteristics. a. Creativity b. Judgments c. General Intelligence Motivation

Person Specification Form

a. Interest Characteristics to be assessed b. Drive Specific Attainment a. Technical/Professional Knowledge b. Specific Experience People Skill a. Impact b. Communication c. Leadership Working Conditions



a. Location b. Hours

Now, we know what the job is and what kind of person is required for the job-only we need to find this person. The person specification can help in looking at employees in other areas who may have no previous sales experience but whole profile in terms of their skills, their motivation, etc. could well make them excellent sales people. The various recruitment sources like advertisements, employment agencies, educational institutions, internal transfers, etc., will also help in this context. The choice will depend on the nature of the job and on how many potential candidates there are. If a highly specialized salesman in a narrow market segment is required and there are only a few dozen likely contenders then the choice maker has to go spear fishing. A search is undertaken either by

the company or a reputable consultant. This individual approach to identifying potential candidates is likely to be fulfilled from the following resources:

a) Employment Agencies:

Agencies often, administer batteries of tests, check references and perform task otherwise done by the employer. Whenever an agency is used, it should receive a clear statement of the jobs objective and a complete run-down of job specifications. Agencies need time to learn about an employing firm and its unique requirements of the interest to sales executive is the growing number of agencies that take the initiative in searching but promising job candidates, employed or not, instead of confining themselves to volunteer applicants.

b) Advertising:

Newspapers carry numerous advertisements publishing openings for sales personnel such advertisements appear both in classified sections and as display advertising so great is the number of prospective job candidates reached by a single advertisement that companies often try to reduce the volume of applications. If the employer publishes detail about the company and job, fewer obviously unqualified persons will reply. Specific job details vary with the company and its situations and these should be in the ad if it is to attract good applicants. Some ads give the compensation range of successful company sales personnel. Others explain that the person selected is to replace a regular sales person in an established territory with active accounts. Still others specify that only highly qualified professional sales people need apply. Information of this sort helps to convince promising applicants that the opening is legitimate.

c) Internal transfers:

Two additional internal sources are other departments and the non-selling section of the sales department. Employees desiring transfers are already familiar with the company policies and the personnel department has considerable detailed information about them. While little is known about their attitude of selling, they often possess excellent product knowledge. Aptitude for selling of course can be tested formally or by trail assignment to the field. Transfers are good prospects for sales positions whenever product knowledge makes up a substantial portion of sales training, since it may be possible to accelerate field assignments.
d) Educational Institutions:

This source includes collages, universities, technical and vocational institutes. They are supposed to have developed their ability to think, to reason logically and to express themselves reasonably well. Ordinarily, they do a good job of budgeting their time and managing their daily activities. Their main limitation is lack of selling experience and hence they need to be trained.

Which person is to be recruited out of the Selected Applications? The simple answer to this is that the one who best fits the specification and who has the essential characteristics as defined should be recruited. This implies a structured approach of three steps. These are: a. Compare application form or C.V. with the person specification and remove all those who do not meet the essential criteria. b. Move on to those areas where the Measuring Instruments and an assessment at interview are needed. For instance,

Education Work history Family background Domestic and social situation Present financial situation Health Leisure interests, Ambitions and future plans

c. It involves the identification of the pattern of behaviour, which will help in forming judgments. The terms patterns should be stressed-the company should look for a consistent picture at school, at work in social life that shows, for example, tenacity, perseverance, commitment or lack of these. After all the three steps have been followed and care has been taken to see that the candidate fits into the specific job requirements one can be sure of choosing the right candidate for the right job. Picking winners is not easy but a systematic approach using the assistance available and commitments can pay real dividends.

Determinants of Recruitment
1. Number of Recruits desired: The first and the foremost factor affecting the recruitment of an organization is the number of recruits to be desired for the fulfillment and achievement of the work and goals in a smooth manner. Number of recruits desired in the organization depends on the vacant vacancies in the organization. After analyzing the vacancies of the jobs, the organization goes for the search of qualified candidates through various sources.

2. Recruitment Sources: Sources of recruitment are also one of the important factors affecting the recruitment policies apart from the number of recruits desired. There are many alternatives or sources of recruitment available to an organization. These are mainly classified as internal sources which contains transfer, promotion, re-employment and the external sources like Advertisement, Employment exchanges, Recommendation, College and school, Competing Firms, Non-competing firms, Self offers, Wholesalers, Retailers and Customers. Sources of recruitment may also be classified as direct, indirect and third party 3. Need For Recruitment: Need for recruitment arises due to the lack of manpower in the organization. The human resource working in companies are not permanent. The recruitment policies in an organization are taken up by the managers because of retirement, death, promotion, transfer and illness of the employees which generally results in the creation of the vacancies that need to be filled by skilled, qualified and efficient new workforce to accomplish the goals of the organization in the desired manner.

4. Cost of Recruitment: Cost of recruitment that is incurred by a company is also one of the important factors determining the recruitment policies of the organization. The cost of recruitment depends on the sources of recruitment available to the organization. The company goes for that alternative which they can afford. Small organization usually chooses those sources that are less costly. The alternatives, which serves all benefits to the organization with least cost is the best one.

5. Size of Sales Organization: Size of organization is mainly classified as small and large organization. It refers to the number of people working in an organization. If the number of people working in an organization is few or lesser in number, then that organization is termed as small organization otherwise are called as large organization. Recruitment policies in an organization are framed in consideration with the size of organization. 6. Rate of Turnover: Rate of turnover means the profit volume of the company. It indicates the growth of the organization. If the rate of turnover of an organization is increasing, they may employ more manpower and are in a position to serve them properly. It helps in determining the payroll of a job profile which if of prime importance to the organization before inviting the candidate for the job. Hence, rate of turnover is also one of the important determinants of the recruitment policies. 7. Government Policies: All the organizations are in an obligation to follow the government policies related to them as prescribed to them. Some of them are also related to recruitment. These policies are one of the external factors affecting the organizations that are not in their control. Recruitment policies carried on by the organization are as per the policies of the government. They play a major role in the recruitment policies of the organization like reservation of vacancies for specific masses of people, minimum wages to be paid, etc.


Meaning.. Significance.. Process.. Difference & Interrelation b/w Recruitment & Selection

Definition of Selection

A selection system is a set of successive screens at any of which an applicant may be dropped from further consideration.

Meaning of Selection
Selection system for personnel range from simple one-step system consisting of nothing more than an informal personal interview to complex multistep systems incorporating diverse mechanism designed to gather information about applicants for sales job. Companies using multistep selection system differ as to the number of steps and their order of inclusion. Each company designs its selection system to fit its own information needs and to meet its own budgetary limitations. As applicant survive succeeding steps in the system, the additional increments of information enable increasingly accurate estimates of success and estimates of success and failure probabilities. Selection of proper sales people is very important to avoid disappointments, both to the employer and employee. Effective sales manager make every effort to line the best sales people available to them. Having wrong personnel costs a great deal too any organization as neither the employer nor the employee is satisfied. An organizations turnover rate shows the effectiveness of its selection process. It is a risk both to the company and the sales person. The company looses because the sales person does not fit into the required job and the sales person looses by choosing a wrong career and loosing time which cannot be recovered. There are many emotional demands on the salesman also. Like management, selection is also both an art and a science. It is an art as it requires experience and science because a set of systematic procedure are followed. The process of selection of sales personnel differs from company to company depending upon the requirement. The applicant goes through various stages and the chances of selection get better as more and more stages are cleared. It is important for the company to find the suitable candidate, how he would be an asset to the company as well as fit well so that his requirements are also met.

Significance of selection
The benefits of selecting right kind of people for various jobs are as follows: i. Proper selection and placement of personnel go a long way towards building up a suitable workforce. It will keep the rates of absenteeism and labour turnover low. Competent employees will show higher efficiency and enable the organization to achieve its objective effectively. The rate of industrial accidents will be considerably low if suitable employees are placed on various jobs. When people get jobs of their taste and choice, they get higher job satisfaction. This will build up a contended workforce for the organization. The morale of the employees who are satisfied with their jobs is often high.





Selection Process..
The selection process consists of seven steps: 1. 2. 3. 4. 5. 6. 7. Preliminary Interview Formal Application Interview Reference Check Testing Physical Examination Employment Offer


Seven Step Selection Process

Employment Offer

Physical Examination


Reference N Credit check



Relative Degree Of Happiness

Formal Application

Preliminary Interview



STEP 1: Preliminary Interview The initial screening is usually undertaken by the receptionist in the employment office. This interview is essential a sorting process in which perspective applicants are given the necessary information about the nature of the jobs in the organization. The necessary information then is elicited from the candidate relating to their education, experience, skills, salary demanded, and the reasons for leaving the present job interest, physical appearance, age and facility of speech. If a candidate meets with the requirements of the organization he may be selected for further action. If not, he is eliminated at this preliminary stage.

STEP 2: Formal Application Blank An application blank is a brief history sheet of an employees background and can be useful for future reference in case of need. An application blank is a traditional, widely accepted device for getting information from a prospective applicant which will enable the management to make a proper selection. The blank provides preliminary information and helps in interview by indicating the areas of interest and discussion. It is a useful device for collecting historical data from the candidate as well as storing information for later reference. Ideally each company should prepare its own formal application form as per its information requirements. But to save the time and cost of preparing its own application form it can follow a standard application form. Categories of information used in standard application forms on usual terms are:


Name Address Sex Date of birth and age Marital status Children/dependents.

Education Schooling: primary/secondary Higher education: institutions Qualifications Specified training, e.g., apprenticeships, sales Membership of professional bodies.

Employment history Number of jobs held Name of companies worked for During and dates of employment Positions, duties and responsibility.

Other interest Sports Hobbies Membership of societies/clubs.


Job Application Form

A. Personnel Information B. Name Gender Age Date of Birth Place of Birth Citizenship Religion Martial Status Blood Group Contact Present Address Contact Permanent Address Current Mobile Number Permanent Residence Telephone Number Present Residence Telephone Number Emergency Contact Name, Number and Relationship Post Applied for Date Consultant

Section - I Educational Qualification Family Details


Section - II Work Experience Organizational Structure of Candidates Current Role Present Job Responsibility Current Compensation Details

D. Section - III (If candidate is currently undertaking a course) Course Title Course Duration Leaves Needed E. F. G. References (not related to candidate) Signature of the Candidate Candidate Interview Assessment Form (To be filled in by interviewer)


STEP 3: Interview An interview can be defined as an attempt at gathering information from the candidate concerning his suitability for the job under consideration. No method other than interview is quite as satisfactory in judging an individuals ability in oral communication, personal appearance and attitude towards selling and personal impact on others which are most important for the person involved in selling. Interview Decisions The following important decisions have to be taken by the management regarding interviews Who: The usual practice is to be interview several persons and evaluate each applicant. In large sales organization, district or branch sales manager handles the interview while in small organizations the responsibility lies with the top personnel of sales and marketing department. Where: Similarly the place of interviewing also depends upon the size and degree of decentralized in the organization. In large and highly decentralized organizations the responsibility lies with district/branch/regional level sales department while in centralized organizations it lies with top personnel of sales and marketing department. When: A short interview is generally used at the initial stage of screening process as preliminary interview, while a detailed/depth interview is used at a later stage in the selection process.


Interviewing Techniques
Mainly four kinds of interviewing techniques are used in a sales organization. These are: Non-Directed/Non-Structured Interview: This kind of interview does not follow a standard format of questions; instead it involves a relaxed discussion. Some personnel experts say that a non-directive technique yields maximum insight into an individuals attitude and interest. This method is perhaps the best way of probing an individuals personality in depth. The main drawback is that administering the interview and interpreting the results demands specialized instructions. Patterned/Structured Interview: In this method the interviewers are given a prepared list of questions or a specific outline of questions designed to elicit a basic core of information. McMurray explains why the patterned interview is likely to improve the judgment of the interviewers: First, the interviewers works from definite job specifications; he knows what qualities each job requires. Second, he has a plan; he knows what questions to ask. Third, he has been trained in the techniques of conducting an interview. Fourth, prior to interview, he has checked with outside sources and already knows a great deal about the applicant. Fifth, the interviewers himself has been carefully selected to assure that he has adequate intelligence and is emotionally well adjusted. Rating Scales: In this method results are obtained from comparable ratings of the same individual by different interviewers. The rating scales of the interview are so constructed that interviewers rating are channeled into a limited choice of response. For instance, in evaluating the attitude of the candidate an interviewer id forced to choose from one of these answers; negative and complaining, pessimistic, positive and healthy, strong loyalty.


STEP 4: Reference check Sometimes applicants are asked to name as reference those people on whom they can rely to speak about them. The main purpose of reference checks as a selection tool is to verify the facts such as dates of employment, earning, sales volume, absenteeism and nature of the past selling job. This typical procedure is to check the reference by personal visit, telephone or letter.

STEP 5: Psychological Testing Tests are the most misused, the least understood, yet the most valuable sources of information about the applicant. A psychological test can be defined both in a broad as well as narrow manner. Broadly, it has been defined as a Systematic approach for comparing the behaviour of two or more persons. In narrow sense, It is a sample of an aspect of an individuals behaviour, performance or attitude. Thus, we may define it as a systematic procedure for sampling human behaviour. Psychological testing id gaining greater importance as a selection tool of sales personnel because of sales management becoming more formalized and rising cost of selection and training. The major purpose of testing is to identify the various aspects of a persons behaviour such as intelligence, achievements, interests, aptitude, personality traits, etc.




Aptitude Interest Test

Personality Test

Achievement Test Test

Mental Test Mechanical Test Psychomotor Test

Objective Test Projective Test

Job Knowledge Test

Work Sampling Test

Situation Test


Different Types of Psychological Tests Psychological tests are divided into four categories on the basis of human behaviour. But mostly, the three categories: Aptitude Test, Personality Test and Achievement Test are used in selection procedure of sales personnel. Aptitude or Ability Test: These are used to measure the talent or ability of a candidate to learn the job or skill. They detect peculiarities or defects in a persons sensory or intellectual capacity. They focus attention on a particular type of talent, e.g., learning, reasoning or a mechanical bend of mind. Such tests may be of the following types:

Mental or Intelligence Test: They measure the overall intellectual activity or the intelligence quotient (IQ) of the candidate. They also determine the candidates word fluency, memory, inductive reasoning, speed of perception and spatial visualization. Mechanical Aptitude Test: These measure the capacity of a person to learn a particular type of mechanical work as they measure a persons visual-motor coordination or integration. Psychomotor or Skill Test: These tests measure a persons ability to do a specific job. They are administrated to determine mental dexterity or motor ability and similar attributes involving muscular movement, control and coordination.




Personality Tests: These tests try to find out an individuals value system, his emotional reactions and maturity and his characteristic mood. Their major motive is to measure the basic make up or characteristics of individuals which are non-intellectual in nature. These tests can be categorized into the following types.

Objective Test: They measure neurotic tendencies, self sufficiency, dominance-submission and self-confidence. These are scored objectively. Project Tests: In this the candidate is asked to project his own interpretation into certain standard stimulus which reflects his own values, motives and personality. Situation Test: This reveals the ability of a candidate to undergo stress and his demonstration of ingenuity under pressure. In short, we can say that it is a measure of applicants reaction when he is placed in a particular situation.



Achievement Tests (Proficiency Tests): Achievement tests seek to determine how much the individual knows about a subject. They determine the admission feasibility of the candidate and measure what he is capable of doing.
a. Tests for measuring job knowledge: They are administrated to

determine degree of their qualification and feasibility to perform the job.

b. Work sample tests: They demand the administration of the actual job

as a test.

Interest Test: It is assumed in the use of interest tests that a relationship exists between test and motivation. Hence, if two persons have equal ability, the one with a greater interest in a particular job is more successful. These tests aim at finding out the types of work in which the candidate is interested. However, these are not used much in the selection procedure of sales personnel as significant variation has been found in the interest tests scores of successful and unsuccessful sales persons. STEP 6: Physical Examination Sales persons job requires unusual stamina, strength or tolerance of hard working conditions. The presence or absence of these qualities in the candidate is revealed by physical examination. The major purpose of physical examination in the selection procedure of sales person is that: i. It gives a clear indication whether candidate is physically able to perform the sales persons job in the company. It prevents selection of people who suffers from some contagious diseases. It discovers the existing disabilities of the candidate and a record of the same is maintained so that the question of companys responsibilities would be settled in the event of a workmens compensation claim.



STEP 7: Employment Offer An employment offer is extended to the candidate who successfully passes through all the preceding steps.

Difference and interrelationship between Recruitment and Selection

Recruitment is the process of searching for candidate for various jobs and stimulating them to apply for jobs in the organization. On the other hand, selection means employment of workers or establishing a contractual relationship between the employer and the worker. Recruitment is a positive process because it aims at attracting applicants for various jobs. But selection is a negative process because it aims at rejecting applicant who is unsuitable and offering job to those who are found fully suitable. The purpose of recruitment is to create a pool of applicant for various jobs in the organization. But selection aims at eliminating unsuitable candidate and ensuring most competent people for the available vacancies. In other words, recruitment aims at attracting candidates for available jobs, whereas selection aims at rejecting the unsuitable candidate at various stages of selection such as screening of applications, employment tests, interview, etc. Both recruitment and selection are the two phases of the staffing process. Recruitment being the first phase envisages taking decisions on the choice of tapping the sources of labour supply. Selection is the second phase which involves giving types of tests to the candidate and interviewing them in order to select the suitable candidate only.


Comparison of recruitment and selection

1. Meaning

It is the process of searching candidates for vacant jobs and making them apply for the same. It is positive process.

It is the process of selection of right types of candidate and offering them jobs. It is a negative process.

2. 3.

Nature Purpose

Its aim is to attract more Its aim is to reject and more candidates for the unsuitable candidate and vacant jobs. pick up the most suitable candidates for the vacant jobs. It takes place prior to It is done after recruitment. selection. The firm notifies the vacancies through various sources and distributes application forms to candidate. The firm asks the candidates to pass through a number of stages such as filling of form, employment tests, interview, medical exam, etc.






Contract Of Service

No contractual relation is Selection follows created. Recruitment recruitment and it leads to


implies communication if a contract of vacancies only. service between the employer and the employee.


I worked as a placement coordinator in VODAFOEN for my internship. My job profile was : Finding out the appropriate openings for the candidate.

Screening of profiles. Arranging a domain tests and aptitude tests for the candidate. Conducting their preliminary interview. Fixing an interview with clients. Maintaining record of the data whether the candidate was selected or not. If selected,getting the testimonials filled by them. Maintainence of monthly placement data in MS-WORD AND MSEXCEL. As I worked with the education part of the VODAFOEN, it is our endeavour to provide best suited human resource to our clients requirement.

WE UNDERSTAND WE CONCEPTUALISE WE DELEIVER The operational philosophy is : Hiring is not about finding people with right experience. Its about finding people with right mindset and right people.

We at VODAFONE believe in: ENABLE, ENCOURAGE and



Organizations across the nation should gain from our success. Our responsibility is to connect people globally and locally.

For the analysis of data I choose 100 candidates sample from whom asked few questions. For data analysis and interpretation pie charts are mentioned below:

Q.1 Do you know, what is the hiring rate of TELECOM sector in India? a) 2 people/min b) 5 people/min c) 10 people/min d) cant say. 2 PEOPLE/MIN. 5 PEOPLE/MIN 10 PEOPLE/MIN CANT SAY Total

25 20 10 45 100

Q.2 Do you know that VODAFONE has highest placement rate as compare to its competitor? a) yes b) no Yes No Total 38 62 100


Q.3 Do you think that brand image of VODAFONE helps you in placement? a) yes, of course b)no c) it does not make any difference

Yes,of course No

70 24

It does not make any difference Total

6 100

Q.4 Technical skills or communication skills what would be the main reason for cracking an interview? a) technical b)communication c)both

Technical Communication Both Total


69 21 10 100

Q. 5 Do you need a kind of brush up session on technical terms before an interview? a) yes b)no

Yes No Total

97 3 100


Q.6 Are u satisfied with the kind of profile which has been offered to you by the placement department? a) yes b) no

Yes No Total

30 70 100

Q.7 Are you satisfied with the package that has been offered to you as a fresher? a) yes b) no Yes No Total 38 62 100


38 yes no 62

Q.8 Have you been provided some tips by your placement coordinator, incase you are not able to get through any interview? a)yes b)no


Yes No Total

67 33 100


33 yes no



Powerful Brand Image: HCL has a strong brand image in India and abroad. It has invested in building a brand recall in the minds of its customers through advertising a products. Brand image was leveraged by HCL. It helps its candidates a gateway

to enter in brand organizations to with.

start their career

Experienced Team: One key differentiator that helps HCL to

stand apart from its peers has been its superior human resource quality. The experiences trainers of HCL, not only gives theoretical knowledge to the candidates but also the practical knowledge.








communication skills. There are candidates whose technical knowledge is excellent, but when it comes that how to express them, they are unable to do it. Criteria of screening the candidates should be well

communicated to them. They must be aware of on what parameters they will be judged. Maximum footfalls for the openings we find in starting of the month. Maximum interviews are conducted on Mondays and the least on Saturdays. Retaining the current talent is the top priority for an organization. Most of the students are aware of their shortcomings and they are working to overcome them.



Brand name Quality of education Placement record Technological knowledge of a candidate

New in this field Less experience faculty Communication skills of candidates Less proper coordination with employee Less strength of marketing team

IT industry is booming at a very fast rate every year Tremendous demand of IT PROFESSIONALS Tieups with various companies


Lots of players in this field High course price


Technique must be adopted to check the mother tongue

influence(MTI) in more appropriate manner in initial rounds. Communication skills must be polished. Win-win model should needs to be achieved that satisfying the

requirements of the client and candidates too. Candidates should keep themselves updated with their

technical knowledge. A kind of brush up round should be provided by their trainers

especially at the time of their interviews. time. Candidates must be provided and offered a suitable profile for All the eligible candidates should be well informed at the right

him. Proper hardware openings should be offered to hardware candidates only.


Though most of the candidates are fresher, still

the salary provided should be sufficient enough to give them a basic life. As in survey, I found that62% candidates were not satisfied the package offered to them. So, we can take care of it in future. Some interview tips and guidelines must be provided by the

placement coordinator to the candidates.

The Indian Telecom industry is world class in customer satisfaction, quality, and people satisfaction. But to sustain its growth and performance, it needs to continue its focus on processes and people. The industry now needs to focus on employee retention and becoming more efficient. Currently attrition rate in this industry is very high with most of them looking for better careers within the same industry. Better recruitment strategies and tactics could help in tapping the potential candidates. While retention is to do with motivation levels in a company, by doing so, the company can face the challenge of making its hiring decisions wiser in the longer run and by concentrating on the employability of a candidate rather than the current employment requirements.



Q.1 Do you know, what is the hiring rate of TELECOM sector in India?

Q.2 Do you know that VODAFONE has highest placement rate as compare to its competitor?

Q.3 Do you think that brand image of VODAFONE helps you in placement?

Q.4 Technical skills or communication skills what would be the main reason for cracking an interview?

Q. 5 Do you need a kind of brush up session on technical terms before an interview?

Q.6 Are u satisfied with the kind of profile which has been offered to you by the placement department?

Q.7 Are you satisfied with the package that has been offered to you as a fresher?

Q.8 Have you been provided some tips by your placement coordinator, In case you are not able to get through any interview?


K Ashwathappa (2008) Human Resource Management, Tata Mc-Graw Hill (143-190) Chris Dukes (2001) Recruiting The Right Staff

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