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Recruitment Strategy of Aircom Ltd.

Submitted to Dr. Pallavi Srivastava

Submitted by, Raj laxmi Rakesh Singh Richa Ruchi Kumari Shalini Shalini Kumari

Batch 2010-2012

Chandragupt Institute of Management Patna

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CONTENT

SL. TOPIC NO. INTRODUCTION 1. 2. 3. 4. 5.

PG.NO. 3 4 7 9 12

JOB ADVERTISEMENT: SOURCES OF RECRUITMENT OF EXECUTIVE HR EMPLOYMENT LAWS RELATING TO WOMEN SEGMENT: THE SELECTION PROCESS

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AIRCOM LTD. UNITECH WORLD CYBER PARK, SEC A SHAHIBABAD, NEW DELHI, INDIA- 122001 WEBSITE: www.aircom.in

1. INTRODUCTION

Aircom Across the business we want to see more women represented in senior roles. While we recognise this is a challenge faced by the Telecom sector as a whole, were determined to do all we can to support women in fulfilling their career potential at Aircom. Following consultation with a number of internal and external stakeholders, weve improved our communications on diversity issues across our Business Units, and have set clear diversity metrics.

Recruitment Were taking a proactive approach to promoting gender diversity in our recruitment campaigns. As well as creating a virtual bench of potential successors for our most senior roles, weve also hosted women-only events at universities, highlighting how women can fulfil their potential in the Telecom sector. Were working with our recruitment suppliers too, ensuring theyre aware of our commitment to attracting diverse candidates for positions across the business.

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Women of the Year Awards

Aircom Women of the Year Awards recognize exceptional personal and professional achievements from women across the world business. An intensive programme of interviews with internal and external stakeholders helped to shape the strategy, resulting in some clear actions for our Business Unit diversity teams. These included developing diversity metrics, enhancing HR processes, improving our communications on diversity issues and successes, and building on our external sponsorships to raise awareness. We want to see more women represented in senior roles. We recognise that this challenge is one for the whole Telecom sector, not just Aircom, that it will take time to achieve and will require continued sponsorship from the very top of the organisation.

Independent recognition

In 2011, The Times newspaper listed Aircom as one of the top 50 places in India where women want to work, for the fifth year running. We also won the 2011 advancing Women in the workplace award from opportunity now, an accolade which recognizes organization that aid the recruitment, retention and development of women in the workplace. The honour celebrates the progress made by womens initiatives network across Aircom.

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Recruitment Str tegy of Aircom Lt 2. Job Advertisement:

Job Title: Execute HR (Women Preferred) Work Location: Bihar, India Eligibility Criteria A) Nationality/Citizenship A candidate must be either (i) a citizen of India or (ii) a subject of Nepal or (iii) a subject of Bhutan or (iv) a Tibetan refugee who came over to India before 1st January, 1962 with the intention of permanently settling in India or (v) a person of Indian origin who has migrated from Pakistan, Burma, Sri Lanka, East African countries of Kenya, Uganda, the United Republic of Tanzania (formerly Tanganyika and Zanzibar), Zambia, Malawi, Zaire, Ethiopia and Vietnam with the intention of permanently settling in India, provided that a candidate belonging to categories (ii), (iii), (iv) and (v) above shall be a person in whose favour a certificate of eligibility has been issued by the Government of India.

B) Educational qualifications: Bachelor Degree/Master Degree in Human Resource Management Minimum 50% marks for (45 % for SC/ST/PWD WOMEN) in aggregate from a recognised University or any equivalent qualification recognised as such by the Government of India with the same percentages as stipulated above. Note: 2. The candidate must possess the requisite educational qualification as on 01.04.2012 3. Computer Literacy - The basic knowledge in operating computer systems in Windows mode, knowledge of MS-Word/Office, Spread Sheets like MS-Excel and Internet & Email familiarity is an essential qualification.

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C) Age Minimum age 23 year Maximum 30 year as on 01.04.2012 Language : Hindi and English Date Position Available: Immediately Salary: 20,000- 27000 in hand Other Benefits: Benefits will include health, dental and life insurance and other benefits as negotiated Desired Candidate Profile

Preference will be given to an MBA in HR from a reputed institute, Should be able to handle whole HR Department.

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Experience in IT industry considered as an advantage. Excellent communication & pleasing personality

The incumbent must have proficient knowledge in the following areas:


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Human resources management Job descriptions

Please send resumes to: Aircom Ltd. 444 Raj Tower, 13 Fl, Boring Canal Road Vivekanand Marg,Boring Road Patna, Bihar, India, 800001

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3. Sources of recruitment of Executive HR (Female)

For recruiting the executive HR applicants, Aircom uses various types of external as well as internal sources to find out the right employee. The sources are: 1) Campus recruitment: Aircom visits various management institutes for the campus recruitment. It is a good source of recruiting well qualified executives specially the female candidate. Through the Campus recruitment they get pool of candidate for executive HR. In this source method, a preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled in the organizations and employ effective interviewing skills. 2) Advertisement:

Aircom wants a fairly good number of talented people who are geographically spread out, for this they use advertisements of the vacancy in newspapers, websites and journals, are a widely used source of recruitment. In advertisement, Aircom generally give a brief outline of the job responsibilities, compensation package, prospects in company, etc.

3) Management consultancy services: Aircom give its requirement of candidate (of executive HR) to the consultancy services who undertake the job of identify suitable candidate for the company.

4) Recruiting online:

Internet has created revolution in recruitment and selection process. E- Recruitment is the use of technology to assist the recruitment process. Today aspirants having global mindset and information on opening are available online with placement consultant
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website, companies website, city line websites and other portal. The job seekers send their applications through mail using the Internet. Aircom collects database whole of the year through this and exercise this to its level best. This will help in time and money cost for the company and for aspirants it is easier to access it on 24/7.

5) Recruitment process outsourcing:

The recruitment is one of the leading functions that organization outsourced and Aircom uses this method of requirement of source. The outsourcing firms help the company by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the company. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. This practice helps Aircom in reducing time and costs in recruitment.

6) Employee Referrals:

Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. Employees working in the Aircom are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a way of recruiting people in the Aircom to compete the highly competitive industry nowadays. Aircom offers rich rewards also to employees whose recommendations are accepted.

7) Job fair: Aircom also uses the job fair method as the source of recruitment, through this; the company offer an opportunity to reach interviewing terminal velocity the highest possible number of prospects (executive HR) in the shortest possible amount of time.

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4. Employment Laws Relating to Women Segment:


1. Women Labour Cell:
A separate Cell for women labour which was set up in 1975 is functioning in the Ministry to pay special attention to the problems of women labour. The Cell is responsible for the following task:

(i) Coordinating effort in respect of Women labour within the policy framework on women drawn by Ministry of Women and Child Development the Nodal department on the issue.

(ii) Work in conjunction with Ministry of Women and Child Development and provide useful inputs on women workforce for effective formulation of Programmes and Policies on the subject.

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employments/Industries and examination of the difficulties, if any, pointed out by the units/Industries.

(iv) Setting up of Advisory Committee for promotion of employment of women under the Equal Remuneration Act, 1976 and providing secretariat assistance to the Committee.

(v) Follow up action on the Supreme Court Judgement in the matter of prevention of sexual harassment of women at their work place and periodical reviews of the initiatives taken in the matter in consultation with related agencies viz. National Commission for Women, Ministry of Women and Child Development, National Labour Institute, etc.

(vi) The Cell is also administering a grants-in-aid Scheme for providing financial assistance to organization (voluntary and non-government) for taking up action programmes/projects for the benefit of women labour.

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2. Equal Remuneration Act, 1976
Enforcement of the Equal Remuneration Act, 1976:

Central/State Advisory Committee


A Central Advisory Committee has been set up at the Centre under the Act to advise the Government on providing increasing employment opportunities for women and generally reviewing the steps taken for effective implementation of the Act.

3. Grant in Scheme:
The Ministry is running a Grant-in-aid Scheme for the welfare of women labour. This Scheme, which has been continuing since Sixth Five Year Plan (1981-82), is administered through voluntary organizations by giving grant-in-aid to them for the following purposes: (i) Organizing working women and educating them about their rights/duties. Legal aid to working women will be provided.

(ii) Seminars, workshops, etc. aiming at raising the general consciousness of the society about the problems of women labour.

As per the provisions of the Scheme, grants-in-aid is being provided as 75% of the total cost of the project. However, the projects relating to studies entrusted to various institutes are funded in full, i.e., 100%. However, it has been decided that since income generation activities are better covered through schemes formulated by the Ministries of Rural Development, HRD, etc. in order to avoid duplication, we should concentrate on the projects related to creation of awareness generation among women labour/workers so that they may be educated about their rights, the number of schemes, programmes, etc. related to them being launched by various Central/State Agencies.

4. Supreme Court Guidelines on Sexual Harassment of Women Workers:


The Honble Supreme Court of India, in the case of writ petition No.666-70 of 1992 filed by Vishaka & Ors.Vs State of Rajasthan has laid down certain guidelines for the prevention of sexual harassment of women employees in their work places. The Guidelines have the force of law under Article 141 of the Constitution of India. The guidelines provide a definition as to what constitutes sexual harassment and further provides for establishment of a mechanism for redressal of complaints.

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Pursuant to the judgment of the Honble Supreme Court, The Ministry of Labour wrote to all the Central Ministries/Departments, the State Govts./U.Ts and CPSUs to implement the guidelines contained in the judgment in letter and spirit. The All India Services to the effect that sexual harassment at the work place constitutes a misconduct for which a Government Servant is liable for disciplinary action.

The Department Of Personal and training has amended the Central Civil Services (Contact) Rules, 1964 to the effect that sexual harassment at the work place constitutes a misconduct for which a Government Servant is liable for disciplinary action.

The Ministry of Labour and Employment has constituted a committee to deal with sexual harassment complaints by employees of Main Secretariat of the Ministry and Subordinate Offices of Directorate General of Employment & Training and Chief Labour Commissioner (Central) and similar committee has been constituted in the V.V.Giri National Labour Institute (NLI), Noida.

5. The maternity benefit act, 1961 act no. 53 of 1961 1 * [12th December, 1961.]

An act to regulate the employment of women in certain establishments for certain periods before and after child-birth and to provide for maternity benefit and certain other benefits. Be it enacted by Parliament in the Twelfth Year of the Republic of India as follows: -- 1. Short title, extent and commencement. - (1) This Act may be called the Maternity Benefit Act, 1961. (2) It extends to the whole of India . (3) It shall come into force on such date as may be notified in this behalf in the Official Gazette, [(a) in relation to mines and to any other establishment wherein persons are employed for the exhibition of equestrian, acrobatic and other performances, by the Central Government; and] (b) in relation to other establishments in a State, by the State Government.

5. THE SELECTION PROCESS


3.1 Setting up a Selection Committee 1) HR VP 2) HR Recruitment and Selection Head 3) HR Head Eastern region 4) HR Manager 5) Psychologist
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The Selection Committee is such that it does not reflect gender or cultural bias.

Responsibilities of the Chairperson and Selection Committee


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To read and sign the 'Statement of Confidentiality. To maintain confidentiality at all times. All proceedings related to the selection and appointment of staff is strictly confidential. Access to all papers, including applications, is to be limited to members of the Selection Committee and the Committee's Secretary.

Deliberations and decisions of the Committee must not be discussed outside the Committee without the specific authority of the Chairperson. If applicants make queries about the progress of the selection process or the deliberations of the panel, their queries should be referred to the Chairperson for response.

To agree on selection techniques, weighting of criteria, interview questions or other evaluation tools prior to interviews to ensure all applicants are treated in an equitable manner.

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To structure interviews and other exercises consistently. To provide feedback to applicants. All applicants are entitled to receive feedback from the Selection Committee once they have been formally notified of the outcome.

To ensure the process is completed within a reasonable timeframe.

The Assessment Process


1. Short Listing candidates on the basis of Resume Assessing the resume is the first step in identifying competitive applicants for further assessment. All Committee members are to be involved in the short listing process. The Chairperson is to forward a copy of the applications to all members of the Selection Committee for independent short listing, together with a blank Statement of Confidentiality which is to be signed prior to viewing application material.

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2. Selection Tests 1) Basic skill testa) Telephonic Interview- To check applicants verbal communication skill.
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Job skill test a) Written Test- To check applicants functional knowledge, written communication and analytical skill. b) IQ Test- Wechsler.s test- To check applicants cognitive ability.

Psychological test a) Projective Measures- Rorschach ink blot test. b) Descriptive Measures MBTI test The above two tests will be done in order to check applicants attitude, motivation, temperament etc.

A full Committee Meeting will be set up to jointly rank the applicants against the selection criteria, determining short list according to an agreed rating scale and document the results. It is helpful to assess the written applications against the rating scale. Only applicants considered competitive for the position need to be interviewed. 3. Interview Structured interview of the shortlisted candidate will take place at last. After finishing of all the selection processes, verification of prospect candidates will be done.
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Document the short listing process and outcomes.

Referee Reports This process is to obtain information about the applicants workplace behviour from persons nominated as referees. The aim is to collect further evidence of the applicants suitability with respect to each criterion. It is recommended that the Chairperson, or a nominated Selection Committee member, contact referees after interviews have been conducted. However, if you have a large pool of applicants it may be appropriate to contact referees as part of the short listing process to determine competitive applicants All responses should be recorded in writing.
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Make the final decision. Making the Final Decision and Reporting the Outcomes of the Selection The Selection Committee will discuss the referee reports and confirm rankings, with all interviewed applicants assessed against all criteria for the position. The process is to be transparent and the final decision capable of review. The report must contain sufficient information to provide feedback to individual applicants and must demonstrate with some rigor how the Selection Committee arrived at its conclusions and should include:  the name of the recommended applicant,  a clear statement why this applicant was considered more appropriate than other short listed applicants,  direct evidence that the recommended applicant meets the selection criteria, including results of interview, seminar/presentation and referees report,  verification of essential academic qualifications,  a comment on the selected applicants research record (where applicable), and  a brief statement on all short listed applicants referring explicitly to their competitiveness in relation to the selection criteria and the selected applicant There may be occasions where a Selection Committee is unable to reach a consensus decision. If this occurs they may choose to employ additional assessment techniques (eg further interview, extra referees), or make a majority decision with the dissenting committee member(s) submitting a minority report. A minority report must clearly set out the reasons for disagreement in regards to the selection process and/or recommendation. There is no obligation to appoint if it is believed there are not any suitable high quality applicants. The position should be re-advertised and a search process commenced.

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Finalizing the Outcome All panel members should sign the selection report, which should then be endorsed by the HR President. A Recommendation to Offer New Employment Contract is not a formal offer of employment. An offer of employment can be made only through Aircom after the appropriate level of approval has been obtained. As soon as a person has accepted an offer of employment (either verbal or written) from a representative of the organization, a contract of employment exists. Retain a copy of the selection report to provide feedback. Hand delivers the following completed documentation to the HR President of Aircom for their endorsement on the Standing Selection Committee form  selection report  completed and signed Recommendation to Offer New Employment Contract form  Statement of Confidentiality  All short listed applications  All other papers related to short listing and interview  Hand delivers the above documentation with a Memorandum of Recommendation to HR VP. Services will prepare a letter of offer for the successful applicant and letters to all short listed applicants advising the outcome of their interview. Feedback for Interviewed Applicants All applicants should be offered the opportunity of post interview counselling as feedback promotes confidence in the selection process and can be helpful to applicants with future applications. Feedback should be positive but realistic and specific. It should address the selection criteria, identifying the applicants strengths and areas requiring further development if future applications are to be successful.

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