Auditi Barua

Premier University, Chittagong
Report On
“Recruitment Policy of Astra Airways Ltd.”
(This Report is submitted for the Partial Fulfilments of the Degree of Masters of
Business Administration with Major in HRM at Premier University Chattogram
Bangladesh)
Submitted To:
Md Saiful Azam
Assistant Professor
Department of Human Resource Management
Faculty of Business Studies
Submitted by:
Name: Auditi Barua
ID: 2104420302264
MBA (2year)
Major: H.R.M.
Batch: 44th
Date of Submission: December 28, 2023
Premier University, Chittagong Astra Airways Ltd.
Letter of Submission
December 23, 2023

To
The Supervisor
Md Saiful Azam
Assistant Professor
Department of Human Resource Management
Premier University, Chittagong.
Subject: Submission of report on “Recruitment Policy of Astra Airways Ltd.”

Dear Sir,
Here I am submitting my Report on “Recruitment Policy of Astra Airways Ltd.” The
Report which you gave to me has been finished successfully. It was a great experience
for me and I have attempted my best to collect information to make it clear, perfect and
faultless while working on it. It gave me an opportunity to gain knowledge and
experience. I do not want to miss the opportunity to thank you for all your support and
guidelines which you offered to me and I hope that it will continue in future.
Please accept my Report and call me for any further information at your convent time
and place.
Sincerely Yours,
Name: Auditi Barua
ID: 2104420302264
Program: MBA (2year)
Major: HRM
Batch: 44th
1
Supervisor's Declaration
This thesis entitled “Recruitment Policy of Astra Airways Ltd.” is submitted for the
partial fulfilment of the requirements for the degree of MBA from the Premier
University, Chittagong by name: Auditi Barua, ID: 2104420302264, has been
completed under my supervision and guidance. It is an original piece of work on the
basis of field investigation and also has made contributions to the existing store of
knowledge. I have gone through the thesis very carefully. In preparing this thesis, she
has spared much time and efforts. Her thirst over seeking depth of every aspect is very
much satisfactory. I wish her every success in life.
…………………………………
Md Saiful Azam
Assistant Professor
Department of Human Resource Management Faculty of Business Studies
Premier University, Chittagong.
2
STUDENT DECLARATION
I am hereby state that the presented report of internship titled “Recruitment Policy of
Astra Airways Ltd.” is exclusively prepared and updated by me after completion of
visit and interview in Astra Airways, Chattogram.
I solemnly confirm that the report is entirely prepared for my academic requirement not
for any other purposes.
…………………………
Name: Auditi Barua
ID NO: 2104420302264
Premier University, Chattogram
3
Acknowledgement
Preparing a report of any sector of subject is really a challenging work for anyone. Being
the student of Human Resource Management and to prepare report on the specified
topic, I accept it with challenge opportunity and also became successful to present the
report with our full endeavor. This Report has been duly prepared and submitted to meet
the partial fulfilment of MBA program. As being the student of MBA Level, I am so
pleased and proud for being the integral part of this report in the context.
I prefer to expressing my heartfelt and immense gratitude to my Report advisor, our
honourable Md Saiful Azam Sir, Assistant Professor of Premier University. I am deeply
grateful to her whole hearted and earnest supervision Turing the Internship Report
period. I have completed my term paper in a well-furnished manner with taking his
valuable suggestion and guidelines.
And I would like to convey my gratitude to my all-honourable Teachers who are always
beside me and help me as much as they could and still be.
4
Table of Contents
Chapter One: Introduction .............................................................................................. 8
1.1 Abstract ................................................................................................................. 8
1.2 Objective of the Study .......................................................................................... 8
1.3 Methodology ......................................................................................................... 8
1.4 Lack of Records .................................................................................................... 9
1.5 Summary of the Project ...................................................................................... 10
Chapter Two: Literature Review .................................................................................. 11
2.1 Introduction ........................................................................................................ 11
2.2 Recruitment ........................................................................................................ 11
2.3 Selection ............................................................................................................. 11
Internal and external recruitment: ........................................................................ 12
2.5 The Recruitment Process: ................................................................................... 13
Advertising the job: .............................................................................................. 13
Selling the job: ...................................................................................................... 14
2.6 Issues in recruitment process .............................................................................. 14
2.7 Selection Process: ............................................................................................... 15
2.8 Issues in Selection Process: ................................................................................ 16
Chapter Three: Company Profile (Astra Airways Ltd.) ............................................... 17
3.1 Introduction ........................................................................................................ 17
3.2 History ................................................................................................................ 17
3.3 Mission and Vision ............................................................................................. 17
3.4 Organizational Structure ..................................................................................... 18
Description of Departmental Structure ..................................................................... 19
3.5 Training Courses of Astra Airways Ltd. ............................................................. 20
3.6 Fleet .................................................................................................................... 27
3.7 Destinations ........................................................................................................ 27
3.8 Safety and Sustainability .................................................................................... 28
3.9 Career Opportunity in Astra Airways Ltd. ......................................................... 28
3.10 Sources of Recruitment .................................................................................... 29
Classifications ....................................................................................................... 29
Purpose ................................................................................................................. 30
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Chapter 4: Practical Aspects of Astra Airways Ltd.'s Recruitment Policy (follow and
Impact) .......................................................................................................................... 32
4.1 Introduction ........................................................................................................ 32
4.2 Recruitment Process Overview .......................................................................... 33
4.2.1 Job Posting and Advertising ........................................................................ 33
4.2.2 Application Screening ................................................................................. 33
4.2.3 Interviewing ................................................................................................. 34
4.2.4 Selection ...................................................................................................... 34
4.2.5 Onboarding .................................................................................................. 34
4.3 Role of Recruitment Policy in Practice .............................................................. 34
4.3.1 Compliance with Legal Requirements ........................................................ 34
4.3.2 Equal Opportunity and Diversity................................................................. 35
4.3.3 Recruitment Metrics and Evaluation ........................................................... 35
4.4 Challenges and Solutions ................................................................................... 35
4.4.1 Competitive Job Market .............................................................................. 35
4.4.2 Skill Shortages ............................................................................................. 35
4.4.3 Changing Industry Trends ........................................................................... 36
4.4.4 Candidate Experience .................................................................................. 36
4.4.5 Diversity and Inclusion................................................................................ 36
4.5 Continuous Improvement ................................................................................... 37
4.5.1 Policy Reviews and Updates ....................................................................... 37
4.5.2 Feedback Loops ........................................................................................... 37
4.5.3 Benchmarking .............................................................................................. 37
4.5.4 Technology Adoption .................................................................................. 38
4.5.5 Training and Development .......................................................................... 39
Chapter 5: Analysis & Findings ................................................................................... 42
5.1 Recruitment ........................................................................................................ 42
5.1.1 Objectives of Recruitment ........................................................................... 42
5.1.2 Recruitment Methods .................................................................................. 42
5.1.3 Roles in the Recruitment Process ................................................................ 43
5.1.4 Recruitment Principles ................................................................................ 43
5.2 Findings .............................................................................................................. 54
5.3 Recommendation ................................................................................................ 54
Conclusion .................................................................................................................... 55
6
References .................................................................................................................... 56
Questionnaire ................................................................................................................ 58
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Chapter One: Introduction

1.1 Abstract
In the contemporary corporate landscape, organizations recognize that their success
hinges on the quality of their workforce. A well-crafted recruitment policy becomes a
strategic imperative to attract, select, and retain the best talent. This internship report
delves into an in-depth analysis of the recruitment policy of Astra Airways Ltd., a
prominent player in the aviation sector. The report investigates the intricacies of Astra
Airways Ltd.' recruitment strategies, their alignment with organizational objectives, and
their impact on employee acquisition and retention. By uncovering these facets, the
report aims to furnish invaluable insights into Astra Airways Ltd.' recruitment practices
and their implications for sustained business growth.
1.2 Objective of the Study

The primary objective of this study is to conduct a comprehensive examination of the
recruitment policy implemented by Astra Airways Ltd. The specific objectives include:
1) To scrutinize the key elements of Astra Airways Ltd.' recruitment policy and their
coherence with the company's overarching goals.
2) To evaluate the effectiveness of the recruitment methods employed by Astra
Airways Ltd. in attracting a diverse pool of qualified candidates.
3) To analyse the transparency, fairness, and efficiency of Astra Airways Ltd.'
selection process.
4) To assess the integration of technology in the recruitment process and its
influence on overall efficiency.
5) To explore the role of employee feedback in shaping and refining Astra Airways
Ltd.' recruitment policy.
6) To determine the impact of Astra Airways Ltd.' recruitment policy on the quality
and performance of the recruited workforce.
1.3 Methodology
The study employs a mixed-methods approach, combining qualitative and quantitative

methodologies to gather comprehensive data. Qualitative methods, such as interviews
with HR personnel and managers, offer insights into the intricate aspects of the
recruitment policy. Quantitative methods involve the analysis of recruitment data,
including applicant demographics, selection criteria, and post-hiring performance
metrics.
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Primary Data Sources:
1. Surveys and Questionnaires: Design and distribute surveys or questionnaires to

employees, including HR personnel, hiring managers, and candidates, to collect direct
feedback on their experiences with Air Astra's recruitment policy. Ensure the
questions are clear and aligned with your research objectives.
2. Interviews: Conduct structured or semi-structured interviews with key stakeholders
within Air Astra. This can include HR executives, recruiters, and employees who
have been through the recruitment process. These interviews can provide detailed and
personalized insights.
3. Observation: If possible, observe the recruitment process firsthand. Attend
recruitment events or job fairs organized by Air Astra to gain real-time insights into
how the recruitment policy is implemented.
4. Internal Company Data: Request access to Air Astra's internal databases, if
permitted, to gather specific recruitment data. This data may include information on
applicant sources, selection methods, and post-hire employee performance.
Secondary Data Sources:
1. Document Analysis: Analyse existing documents related to Air Astra's recruitment

policy. This can include policy documents, annual reports, internal memos, and
employee feedback reports. These documents can offer historical insights and context.
2. Online Resources: Utilize publicly available information about Air Astra from their
website, social media platforms, and press releases. This can provide information on
the company's public image and how they present their recruitment policies to the
outside world.
3. Government and Industry Reports: Explore reports from relevant government
bodies and industry associations. These reports can contain data on industry-wide
recruitment trends, regulations, and best practices within the aviation sector.
4. Case Studies: Review case studies on recruitment policies and practices in the airline
industry. These can provide comparative insights and real-world examples of
successful recruitment policies.
5. Academic Journals and Books: Search academic literature for articles and books
related to recruitment policies and practices. This secondary data can offer theoretical
frameworks and empirical research that supports your analysis.
6. Online Surveys and Secondary Data: Explore online survey platforms or secondary
data sources that provide industry-wide statistics and trends related to recruitment in
the aviation sector. These sources can offer benchmark data for comparison.
1.4 Lack of Records

One of the challenges encountered during this research is the limited availability of
detailed records related to certain aspects of the recruitment process. Some data, such
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as historical recruitment statistics and employee feedback, might not be readily

accessible due to the absence of a centralized information repository.
1.5 Summary of the Project

This project delves into the crucial domain of recruitment policy, focusing on Astra
Airways Ltd. as a case study. By examining the effectiveness of the company's
recruitment strategies, the report aims to provide actionable insights for refining
recruitment practices in the airline industry. Through an analysis of the recruitment
policy's various dimensions, this study aspires to contribute valuable knowledge that
can be utilized by Astra Airways Ltd. and other industry players to optimize their
recruitment processes.
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Chapter Two: Literature Review
2.1 Introduction
Human resource management includes all management decisions and practices which
directly affect the person who work for the Organization. In recent years, Human
resource has increased attention devoted to manage organization. This increase
organizations employee capability and achieve organization’s goal and success. The
history of human resource management can be divided by four phases like craft system,
scientific management system, the human resource relation approach and the current
organizational science. Human resource development is concerned with ‘people'
dimension. It works with recruitment, training and development, motivating, organizing
and retaining and maintaining the existing human resource on the basis of quality
education, training and operation.
2.2 Recruitment
Recruitment is an overall process of identifying, attracting, screening, shortlisting and
interviewing compatible candidates for jobs of a company. For some components of
the recruitment process, mid and large size organization often intercepts professional
recruiters or outsources some of the process through recruitment agency. Every
company or enterprise has some well-defined employment and recruitment policies
and hiring procedure. The Human resource department is generally vested with the
responsibilities of employee recruitment and selection of any mid and large
organization.
2.3 Selection
Selection is a process of shortlisting candidates, assembling and their final hiring
decision. It begins after the applications are received and ends when hiring decision
are made. Mid and top-level management deal with this process. For identifying one
candidate who is likely to perform better in the position than the others and this
combines aspects of the person's knowledge and experience. The candidate is also
trying to build themselves for the role and the team meets their own needs. Selection
is a final process.
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Internal and external recruitment:

Recruitment can be internal or external. They have both advantage and disadvantage.
Internal recruitment is considerable because of savings. Employee don’t need the time
or period of fitting in as they know the corporate culture of the company and know
how the business operates, have the inside knowledge of the company. It acts as a
incentive to all staff to work harder within the Organization. It is more trustworthy for
the company because they know what are the strength and weakness of the employees.
For disadvantages I want to add that it will replace the person who has been promoted.
Company may upset someone else while promoting one person. Work efficiency may
lose. External recruitment makes it possible to draw upon a wide range of talent which
provides the opportunity to bring new experience and ideas to the Organization.
Disadvantages are that it is more costly the company may end up with less effective
output than before.
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Internal source:
• Transfer
• Promotion
External source:
• Advertisements.
• Casual callers.
• Employment agencies.
• Educational institutions.
• Labor contracts.
• Recommendations.
2.5 The Recruitment Process:

The recruitment process involves:
1. Advertising the role
2. Selling the job to potential applicants.
Advertising the job:
Advertising is a process letting everybody know and attracting the potential applicant
about the job. It provides enough information about the job description. Types of
advertising used in Astra Airways:
• Writing in newspaper and print advertising in industry publications.
• Word of mouth from friends or associates.
• Reference from other team.
• Job vacancy post on www.bdjobs.com
• Social media groups who share vacancy posts.
• Internet job search sites.
• Direct approach to potential applicant.
• Employment agencies.
Newspaper advertising is the most common and old form of recruitment. Now the world
is more technology dependent. There are various sites where applicants can get the
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advertising about jobs. It is very clear that if a advertising contains all the components
of good advertising, then applicants are more attracted to the job. The advertising
contains: Advert title, sales pitch, job title and property, job description, job
specifications, types person they want to hire, contract details, date etc.
Selling the job:
The employer should know how to review the terms and conditions of the role, check
the farms budget, and prepare an information pack before designing an effective sale
pitch. Sale points: Advertising should able to sell the job by highlighting the opportunity
the role can provide. The learning and growth opportunity one can get by the job also
professional and personal development. The training and recreational opportunities are
provide by management of team. This particular role can lead applicants to their desire
level of salary and positions. Employers should able to not oversell the role by fake
promise and unrealistic opportunities. By those staffs will be disappointed and
demotivated at the job. It is also ethically not right to increase someone’s expectations
much higher than the actual position.
2.6 Issues in recruitment process

1. Lack of qualified candidates: ASTRA AIRWAYS LTD. face many difficulties to find
qualified candidates for a specific post. Candidates are not always enough qualified so
recruiter has to scan out people and most of them are not selected by the recruiters.
2. Targeting candidates: If company do not know how the target candidates than that’s
a huge issue. Company should clear about what they are searching for. By this,
candidates will not randomly drop their CV's for the job. Only the people who are
qualified enough will drop off their CV.
3. Attracting the right job candidates: Finding the right job candidates is a critical job.
Because in average, 70%-75% candidates who submit CV are not qualified enough. So
the recruiters have to go though again and again searching for the right candidates.
4. Technological gap: Now everything is based on technology. And every aviation
companies have different servers and format of working. Because of that candidates do
not have the technological knowledge wants.
5. Difficulty to balancing in timing and quality: Company have to go though so many
CVs in very short time that they have a chance to miss qualified candidate in a rush.
Taking long time of recruiting someone is costly and it effect of regular work efficiency.
6. Verifying candidate’s information: This is a common problem in ASTRA
AIRWAYS LTD. Sometimes candidates do not submit their correct academic certificate
and release letter or reference information. Without that information recruiter cannot
process further.
7. The competition of best candidates: The competition among best candidates is one
of the biggest problems in ASTRA AIRWAYS LTD. The top candidates are receiving
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more attractive offers from other companies. And the candidates are also showing more
interest to them.
2.7 Selection Process:

The selection process takes place under these following steps:
1. Preliminary interview: it is used for eliminating those candidates who do not meet
the minimum eligible criteria set by the Aviation. The skills academic qualifications,
background, competencies and interests of the candidates are examined during
preliminary interviews. The candidates give brief information about the company and
the job they are applying for. The interviewer tests them how much they know and study
about the Organization.
2. Application blanks: The candidates who can clear the preliminary or screening
interview are required to fill application blanks. It contains information about
candidates like age, academic background, qualification, experience etc.
3. Written tests: various written tests conducted during selection procedure are
intelligence test, personality test, brain test etc. These tests are necessary for objectively
assessing the potential candidate.
4. Employment interview: It’s a one-to-one interaction between the interviewer and
the potential candidate. It is used to find out whether the candidate is suitable for the
required job or not. These interviews are time consuming. Interviewers try to know the
best out the candidate. They must have an honest communication and no distraction
should be in the room.
5. IT tests: After all the test there is a small IT test. It’s important because the whole
aviation system of ASTRA AIRWAYS LTD. is operated by software and electronic
system. The candidate must be eligible enough to operate those systems.
6. Appointment letter: A reference check is done about the candidates are selected.
Then finally the candidate is appointed as an employee by providing a formal
appointment letter.
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2.8 Issues in Selection Process:

• Ineffective Recruitment: Sometimes recruiter’s initiatives are inefficient for
processing in the selection part. If the recruiter fails to attract right candidates in the
recruitment process, then selecting the right person for right post will be difficult in the
selection process.
• Perception: Sometimes the company’s perception does not match with candidate’s
ability. This is one of the major issues in the selection process.
• Judging people fast: Stereotyping candidates is always a huge mistake. Company has
to know personal characteristics of candidates to know them better. If company judge
too fast without knowing how the candidate is capable or not.
• Nepotism: Nepotism is one of the issues in selection process in BCBL. While
recruiting there is too much reference for candidates that something authority does not
have the chance to get candidates via external sources.
• Quota system: This also influences the Selection process.
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Chapter Three: Company Profile (Astra Airways

Ltd.)
3.1 Introduction
Astra Airways Ltd., hereinafter referred to as "Astra Airways Ltd." is a prominent player in
the domestic aviation industry. Established in November 2022, the airline has steadily
grown to become a leading carrier, providing both domestic air travel services. Astra Airways
Ltd.’s CEO is Imran Asif (PHD). This chapter delves into the detailed company profile of
Astra Airways Ltd., highlighting its history, mission and vision, organizational structure,
fleet, destinations, and its commitment to safety and sustainability.
3.2 History
Astra Airways Limited dba Air Astra marketed as Air Astra is a currently operating Asian
scheduled full-service airline with a base at Hazrat Shahjalal International Airport, in Dhaka,
Bangladesh. This carrier's 2-char IATA designator is 2A, and its 3-character ICAO
designator is AWA. Astra Airways Ltd.'s journey began with a modest fleet of three aircraft,
serving a handful of domestic routes within its home country. Over the years, the airline
embarked on a trajectory of expansion and innovation, aiming to provide exceptional service
to its passengers. It quickly gained a reputation for reliability, punctuality, and a customer-
centric approach, which contributed to its rapid growth.
3.3 Mission and Vision
Astra Airways Ltd. is guided by a clear mission and vision statement that underpin its
operations and decisions:
Mission: "To provide safe, efficient, and memorable air travel experiences while prioritizing
passenger satisfaction, employee well-being, and environmental responsibility."
Vision: "To be a domestic leader in aviation, recognized for our commitment to excellence,
innovation, and sustainable practices."
These guiding principles are integral to Astra Airways Ltd.'s corporate culture and inform the
airline's strategic goals and initiatives.
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3.4 Organizational Structure
Astra Airways Ltd.'s organizational structure is designed to ensure efficient and effective
management of its diverse operations. The airline is led by a Board of Directors, responsible
for setting overall strategy and providing governance oversight. The Chief Executive Officer
(CEO) serves as the highest-ranking executive officer, overseeing the day-to-day operations
and execution of strategic plans.
The organization is divided into various functional departments, including:
• Operations: Responsible for flight planning, scheduling, and ensuring the safety and
reliability of flights.
• Commercial: Manages sales, marketing, and revenue generation efforts.
• Finance: Handles financial management, accounting, and budgeting.
• Human Resources: Focuses on talent acquisition, development, and employee
relations.
• Customer Service: Ensures a high level of passenger satisfaction through excellent
service.
• Maintenance and Engineering: Maintains the airline's fleet to the highest safety
standards.
• Sustainability and Corporate Responsibility: Oversees initiatives related to
environmental sustainability and community engagement.
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Description of Departmental Structure
CEO &
Accountable
Manager
A&
Head Of Ground Operation
Base Station
Other Stations
(DAC)
Dy. Station Manager/Dy/ Assistant Station

Manager/ Dy/ Asst.
Manager (Ground Manager, Ground Operations
Station Manager
Admin)
Ground Operation
Sr. Executive/ Shift in charge,

Sr. Executive/ Shift in charge, Ground Operation
Ground Operation
Executive, Ground Operation

Executive. Ground Operations
GSE Operator/Traffic GSE Operator/Traffic

Helper/Cleaner, Ground Operation Helper/Cleaner, Ground Operation
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This hierarchical structure is designed to foster collaboration, streamline decision-making,

and ensure that the airline operates efficiently and effectively.
3.5 Training Courses of Astra Airways Ltd.

The training process typically involves several stages, including needs assessment,
design, development, implementation, and evaluation (Noe, 2017).
• Basic Ground Service Course
• Ramp Safety
• Dangerous Goods Regulations (DGR)
• Aviation Security
• Weight & Balance
• Safety Management System (SMS)
Ground Operations Manual (GOM) is the key reference on all aspects of ground
handling. It lays down the standard operating procedures developed focusing on safe
ground services operations. This GOM has been developed with the intention of making
safety related information available to the personnel related to the ground service
operation. This Ground Operations manual gives guidance to Ground Operations
personnel on laws, regulations, procedures, limitations and/or restrictions pertinent to
the performance of duties and responsibilities safely in areas and conditions where
ground operations are conducted. Air Astra will ensure that the manual is in a form that
is easy to revise and contains a system which allows personnel to determine the current
revision status of each manual. It must have a date of the last revision on each revised
page. This manual shall not contain any regulations that are contrary to any applicable
laws of Bangladesh and Company's Operations Specifications and shall include a
reference to the Bangladesh Civil Aviation Regulations (ANOs), also referred to as the
Civil Aviation Authority Bangladesh (CAAB).
The Company will not implement any policy or procedure for ground handling prior to
approval or acceptance by the Authority as appropriate. Whenever there is a change in
policy or procedures, the Company will submit the proposed policy or procedure to the
Authority at least thirty days prior to the date of intended implementation. The Head of
Ground Operations is responsible for the manual and will authorize all amendments that
have been revised and compiled before seeking approval from the Civil Aviation
Authority of Bangladesh (CAAB). This Ground Operations manual is issued in
accordance with and will not be less restrictive than the following regulatory
documents:
1) Civil Aviation Act2017',
2) The Civil Aviation Rules, 1984;
3) ICAO Annexes;
4) All ANOs published by CAAB relevant to this manual;
5) CAAB Aeronautical information Publication (including NOTAMS);
20
6) CAAB Aeronautical information Circulars;

7) CAAB Advisory Circulars;
8) Any other States applicable regulations that Air Astra will intend to operate in or over.
The Ground Operations manual is prepared in accordance with the IATA Ground
Operations Manual (IGOM). Air Astra shall review the procedures against the IGOM
and conduct gap analysis with the IGOM procedures. Any variations shall be identified
and reviewed with appropriate risk assessment conducted to ensure that the appropriate
level of safety is maintained for all "Safety Critical" procedures. This Ground
Operations Manual issue 2 Revision 0 will supersede all other Ground Operations
manual versions once it has been approved by CAAB.
Ramp Safety: The following general rules apply to ramp operations near propeller-
driven aircraft: Do not approach the aircraft until the propellers have stopped turning
and the anti-collision beacon is off. Never walk close to or between propellers or
between propeller blades, even if they are motionless.
Always stay with non-pilot passengers when they're on the ramp. Every year, there are
accident cases where passengers are seriously or fatally injured by walking into a prop.
Remind passengers to stay clear of any aircraft with a running engine, or with its strobe
or beacon lights on.
FOD: FOD means foreign object dervis, when we parked our aircraft in ramp area, we
should responsible to clean our ramp area like plastics, bottles and any other waste of
materials.
FOD is an acronym for Foreign Object Debris (or sometimes Foreign Object Damage).
FOD is extremely dangerous to any moving machine as it can jam moving parts, cause
electrical shorts, or cause further FOD-related damage.
Types of personal protection of Ramp:
1) Working Clothes
2) Working Shoes
3) Hand Protection
4) Hearing Protection
5) Lifting
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Aviation Security: Aviation Security is a methods and techniques that used to protect
passengers, stuff, aircraft and property of airport from unlawful activities.
Dangerous Goods Regulations (DGR)
The dangerous goods manual contains guidelines/instructions materials intended to
assist Air Astra's staff in carrying out their responsibilities. This manual is based upon
IATA Dangerous Goods Regulations. Supplementing the outline and guideline are
recommended teaching aids, background papers for use by instructors, handouts for
flight crew, cabin crew, load planners, cargo agents and personnel & passenger handling
staff. IATA Dangerous Goods Regulation is the core information and guideline to be
followed in respect of handling and training of dangerous goods.
This manual also reflects the requirements for the transportation of dangerous goods as
required by: ICAO technical instructions for safe transportation of dangerous goods by
air
Absorption - materials that may be taken into the body through the skin or lungs; taking
in or reception on a molecular or chemical level involving gases or liquids.
Accident - an unplanned event or series of events that results in death, injury,
occupational illness, damage to or loss of equipment or property or damage to the
environment.
Acid - Any chemical with a low pH that can cause damage to skin and/or tissue;
neutralizes alkalis (or bases) to form salts.
Acute effect - a health effect that develops rapidly, such as exposure to carbon monoxide
in a confined space.
Aerosol - Means an article consisting of a non-refillable receptacle meeting the
requirements of
IATA DGR 6.1.7 and 6.1.8 made of material, gases or plastic and containing a gas,
compressed, liquefied or dissolved under pressure, with or without a liquid, paste or
powder and fitted with a release device allowing the contents to be ejected as solid or
liquefied particles in suspension in a gas, as a foam, paste or powder, or in a liquid
gaseous state.
Alkali - any chemical with a high PH that is bitter in water solution; strong alkalis in
solution are corrosive to the skin and mucous membrane.
Ammunition -Ammunition containing incendiary substance, which may be a solid,
liquid, or ge! including white phosphorus. Except when the composition is an explosive
per se, it also contains one or more of the following: a propelling charge with prime and
igniter charge; a fuse with buster or expelling charge.
Anhydrous - free from water.
Asphyxiate - a vapor or gas that can cause unconsciousness or death by suffocation.
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Aviation system - the functional operation/production system used by the service

provider to produce the product service.
Baggage - Personal property of passengers or crew carried on an aircraft by agreement
with the operator.
Battery (Dry) - Storage batteries filled with potassium hydroxide, solid which are
shipped from the factory in their original dry state and filled with the dry alkali. Water
would be added to the battery before first being used.
Battery (Wet) - Are usually wet type batteries which have been shipped from the factory
in their original dry state with the intent that electrolyte would be added just before
placing the batteries from which the electrolyte has been removed.
Carcinogen - a substance or chemical that can cause cancer
Cargo - For the purposes of these Regulations, any property carried on an aircraft other
than mail and accompanied or mishandled baggage.
Cargo Agent - A person or organization authorized by an airline to receive shipments,
execute Air Waybills and collect charges. AN IATA cargo agent is one that is recognized
by IATA as having met its requirements for an IATA registered cargo agent.
Cargo Aircraft - Any aircraft, other than passenger aircraft, which is carrying goods or
property.
Cargo IMP Codes - A standard system of coding for cargo message elements. IMP codes
are used by operators in data exchange in order to minimize transmission time.
Carrier - a person engaged in transporting passengers or property by (1) land or water,
(2) or civil aircraft.
Catalyst - a substance or chemical that speeds up a chemical reaction
Centra! Nervous System (CNS) - the part of the nervous system composed of the brain
and spinal cord.
Chronic - occurring over a substantial period of time.
CMC - Crisis
Management Centre.
Combustion - Combustion is another word for burning. ln a combustion reaction, a fuel
is heated and it reacts with oxygen.
Concentration - the amount of one substance within another substance.
Consignee - business or person to whom a shipment is delivered.
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The Weight & Balance

The Weight & Balance Manual (WBM) provides operating crew members and flight
operations engineers with information on the aircraft technical description and
limitations. It contains all the necessary information to enable the operator to analyse
and establish weight and balance procedures and customized load and trim sheets as
well.
The content is provided according to the structural and centre of gravity limitations
determined during the certification process. The WBM is composed of two main
sections providing essential data relative to:
- Limitations
- Description
Operational Centre of Gravity envelope ensures that aircraft CG remains within its CG
limits during all ground and flight phases. Operational CG envelope is derived by
applying curtailments to the certified CG limits to take into account moving items and
possible CG inaccuracies such as:
- Landing gear and flaps movements
- Passengers, crew and trolley in-flight movements
- Cargo location inaccuracy
- Passenger distribution inaccuracy
- OEW/OECG inaccuracy
- Passenger weight inaccuracy
- Fuel density and weight inaccuracies
Safety Management System (SMS)

Safety is one of the core business functions of Air Astra. We are committed in
developing, implementing, maintaining and constantly improving strategies and
processes to ensure that all our aviation activities take place under a balanced allocation
of organizational resources, aimed at achieving the highest level of safety performance,
and meeting national and international standards while delivering our services.
Air Astra encourages the process of voluntary and anonymous reporting of potential
hazards without any fear of reprisal unless such disclosure indicates, beyond any
reasonable doubt, an ill-intentioned false reporting.
This Safety Management System Manual defines Air Astra management structure and
systems that are designed to guide the activities of Compliance Monitoring in
accordance with the requirements of the Authority and Air Astra standards. This
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statement constitutes a formal commitment to achieve the objectives of the compliance

monitoring system as defined in this manual.
The Safety Management System Manual and associated approved documentation
represent our intent to provide the necessary oversight program that the regulatory
provisions and standards of the organization. It is accepted that the procedures in this
manual do not override the necessity of complying with new or amended regulations
published by the Authority from time to time. It is also understood that where a conflict
between the contents of the manual and regulatory provisions is noticed, the regulatory
provisions take precedence.
Air Astra is committed to a culture of continual improvement where need is identified.
The organization shall endeavour to continually reviewing the operating policies,
processes and procedures to continually meet the regulatory requirement and best
industry standards.
DUTIES AND RESPONSIBILITIES
Duties and responsibilities listed in this manual include key management personnel that
are tasked with the responsibilities for formulating strategic plans, decisions and
guidance for the organization. All management personnel are tasked with authority and
responsibilities for making decisions that affect quality, safety and security outcomes of
operations. It is necessary to ensure that management personnel remain current with the
regulatory requirements requirement and restriction, safety and security requirement
and best industry standards so that informed decisions
will be made at all times for the organization. All management personnel are tasked
with the responsibilities for safety performance and the conduct of risks management
including risk tolerability assessment within their areas of responsibilities as this is
necessary to account for the overall enterprise risk management. It is the responsibility
of all management personnel to ensure that all personnel within their departments are
appropriately trained and competent to conduct their assigned duties, plan for their
departmental activities.
The duties and responsibilities provided in this section of the manual define and
complement the information on lines of authorities in the organizational structure
provided in item 1.3.3 above. Air Astra recognizes that the quality, safety and security
of operations is influenced primarily by the conduct of the operation and the decisions
made relating to the operation. All management and non-management personnel
described in the organization’s manuals are therefore charged with the responsibility to
make decisions that have a bearing on the quality, safety and security in respect to the
operations under their direct control. Safety is a corporate value of Air Astra and the
organization is committed to providing personnel, subcontractors and customers with a
safe environment in all areas where we operate.
Safety Responsibilities and Accountabilities for Management Personnel
Although individuals must be accountable for their own actions, managers and
supervisors are responsible and accountable for the overall performance of the
25
departmental safety and security outcomes from the collective team. The Head of
Department is ultimately responsible and accountable for safety related decisions and
risk tolerability assessments that relate to the department’s activities. Line Managers
and Supervisors are responsible for making safety decisions that is consistent with their
level within the management structure including the safety functions in their area of
responsibility as listed:
1) Supporting the implementation of the safety program elements in their respective
Departments, Sections or area of responsibility;
2) Ensuring a safe working environment as well as the promulgation and maintenance
of safe working procedures;
3) Initiating preventative actions to promptly and timely abate hazards and safety
standard deficiencies;
4) Ensuring all personnel under their jurisdiction receive proper training in safety
standards, procedures and requirements for the safe and professional conduct of their
tasks;
5) Conducting, initiating, ordering, assisting or supporting any investigation into any
accident, incident, occurrence or hazard report;
6) Ensuring that safety standards applicable to their area of responsibility are current,
available
Security is a methods and techniques that used to protect property of airport and reduce
treat and risks from inside or outside of the country.
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3.6 Fleet
Astra Airways Ltd. boasts a modern and diverse fleet of aircraft, which includes narrow-
body and wide-body planes. This airline fleet stand at 4x ATR72-600 aircraft - the most
modern, efficient, and eco-friendly turboprop airplane in production today - to ensure
safe and timely journeys. Through 2023 the ATR72-600 fleet is planned to become 10-
aircraft strong and from 2024 the airline will expand into international operations to
markets with most potential yield and demand.
And registration numbers are:
• S2-STA
• S2-STB
• S2-STC
The choice of aircraft is tailored to specific routes and passenger demand, reflecting the
airline's commitment to providing a superior travel experience.
3.7 Destinations
Astra Airways Ltd. operates an extensive network of domestic routes, connecting passengers
to major cities and leisure destinations around the globe. The airline's hub and primary
operational base is located at Astra Domestic Airport, from which it operates numerous daily
flights.
Domestically, Astra Airways Ltd. serves major cities and regional airports, enhancing
connectivity within the country. Domestically, the airline has a growing footprint, offering
direct flights to destinations in Dhaka, Cox’s Bazar, Chattogram, Sylhet, Saidpur. This
domestic reach positions Astra Airways Ltd. as a preferred choice for both business and
leisure travellers.
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3.8 Safety and Sustainability
Safety is paramount in Astra Airways Ltd.'s operations. The airline maintains a rigorous
safety management system (SMS) that adheres to international aviation standards. It conducts
regular safety audits, invests in pilot and crew training, and prioritizes maintenance and
engineering excellence to ensure the safety of passengers and employees.
Furthermore, Astra Airways Ltd. is committed to sustainability and reducing its

environmental footprint. The airline has implemented initiatives to minimize carbon
emissions, reduce waste, and engage in responsible sourcing. These efforts align with the
airline's vision of environmental responsibility and corporate citizenship.
In conclusion, Astra Airways Ltd. stands as a prominent player in the aviation industry,
driven by its mission to provide exceptional air travel experiences while adhering to the
highest safety standards and sustainability practices. Its history, mission and vision,
organizational structure, fleet, diverse destination network, and commitment to safety and
sustainability make it a compelling subject for study and exploration during my internship.
3.9 Career Opportunity in Astra Airways Ltd.

In Several Departments Astra Airways Ltd. company ensure career opportunities for the
fresh and talented graduate and postgraduate employees in the relevant sectors. The
following are the several departments of Astra Airways Ltd. which are shown below:
1. Human Resource
2. Admin Department
3. Flight Operations
4. Ground Operations
5. Engineering Department
6. Sales and Marketing
7. Accounts and Finance
8. Information Technology Department
9. Department of Procurement
10. Airline Security Department
11. Traffic Helper
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3.10 Sources of Recruitment

Sources of Recruitment refer to the various channels or
methods through which an organization identifies,
attracts, and selects potential candidates to fill job
vacancies or positions. These sources are essential in
building a diverse and qualified pool of applicants to
meet the organization's staffing needs. The choice of
recruitment sources can significantly impact the quality
and variety of candidates available for selection.
Classifications
Sources of recruitment can be classified as internal or external. Internal sources include
promotions, transfers, and employee referrals, while external sources encompass
advertisements, job portals, recruitment agencies, and campus placements (Gupta,
2019).
1. Internal Sources of Recruitment: These sources involve filling job vacancies from
within the organization. They can include:
a. Promotions: Elevating current employees to higher positions based on their

performance and qualifications.
b. Transfers: Moving existing employees from one department or location to another

to meet staffing needs.
c. Internal Job Postings: Announcing job openings within the organization and
allowing current employees to apply for these positions.
d. Employee Referrals: Encouraging current employees to recommend potential

candidates for job openings.
2. External Sources of Recruitment: External sources are used to attract candidates

who are not currently part of the organization. They include:
a. Direct Applicants: Individuals who proactively apply for job openings through
various channels such as company websites, job boards, and email submissions.
b. Campus Recruitment: Visiting educational institutions like universities and

colleges to recruit fresh graduates.
c. Job Advertisements: Posting job advertisements in newspapers, on job portals,

and through social media to attract external candidates.
d. Consultants and Recruitment Agencies: Hiring external agencies or head-hunters

to identify and select suitable candidates.
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e. Walk-Ins and Open House Events: Hosting events where potential candidates can
visit and apply for jobs in person.
f. Social Networking Sites: Using professional platforms like LinkedIn to identify

and approach potential candidates.
g. Employment Exchanges: Registering job vacancies with government-run

employment exchanges for access to a larger pool of job seekers.
Purpose
The purpose of identifying various sources of recruitment is to tap into diverse talent
pools that meet the specific needs of an organization. An effective mix of sources
ensures that organizations can find the best candidates for their vacancies (Rao, 2018).
The purpose of various sources of recruitment is to help organizations fulfil their

staffing needs while aligning with their strategic goals. Each source serves specific
purposes:
1. Internal Sources of Recruitment:

o Promotions: To recognize and reward the performance and loyalty of current
employees by providing them with opportunities for career advancement
within the organization.
o Transfers: To ensure the effective utilization of existing talent and skills by
moving employees to areas where their expertise is most needed.
o Internal Job Postings: To encourage employee development and career
growth by allowing them to apply for positions they are interested in or
qualified for.
o Employee Referrals: To harness the network and insights of current
employees for identifying potential candidates who may be a cultural and
skills fit for the organization.
2. External Sources of Recruitment:
o Direct Applicants: To attract fresh talent, especially individuals with
specialized skills, experiences, and perspectives not currently available within
the organization.
o Campus Recruitment: To tap into the talent pool of recent graduates and
Mold them into future employees who align with the company's culture and
expectations.
o Job Advertisements: To create awareness of job opportunities and cast a
wide net to attract candidates from different backgrounds and experiences.
o Consultants and Recruitment Agencies: To leverage the expertise of
professional recruiters in identifying and selecting qualified candidates,
especially for senior or specialized roles.
o Walk-Ins and Open House Events: To provide immediate opportunities for
individuals interested in working for the organization and build a positive
employer brand.
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o Social Networking Sites: To reach out to passive job seekers, network with
professionals, and identify potential candidates with the desired skills and
interests.
o Employment Exchanges: To ensure compliance with government regulations
and reach out to a broad cross-section of job seekers, including those looking
for employment due to various circumstances.
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Chapter 4: Practical Aspects of Astra Airways Ltd.'s

Recruitment Policy (follow and Impact)
4.1 Introduction
This chapter delves into the practical implementation of Astra Airways Ltd.'s
recruitment policy. While the previous chapters discussed the theoretical framework
and the development of the policy, this section will provide an insight into how the
policy is put into practice within the organization. Understanding the practical aspects
is essential for evaluating the effectiveness of the policy and its alignment with the
company's goals.
Having explored the foundational aspects of Astra Airways Ltd.'s recruitment policy in the
preceding chapters, we now transition our focus towards the practical aspects of its
implementation within the organization. This chapter represents a crucial juncture in our
examination of the company's approach to talent acquisition, as it ventures into the realm
where theory meets reality. By delving into the day-to-day execution of the recruitment
policy, we aim to gain a comprehensive understanding of how Astra Airways Ltd. translates
its strategic HR vision into actionable practices that drive the organization forward.
As highlighted earlier, Astra Airways Ltd.'s recruitment policy is more than just a document
outlining principles and guidelines; it serves as the guiding force behind the company's
efforts to attract, select, and retain top talent. In this chapter, we will dissect the intricacies of
the policy's practical application, focusing on the steps involved in the recruitment process,
the role of the policy in shaping each of these steps, and the challenges faced by the
organization in the dynamic landscape of talent acquisition.
Through our exploration of the practical aspects of Astra Airways Ltd.'s recruitment policy,
we seek to address fundamental questions:
1. How does the recruitment policy influence the daily activities of HR

professionals and hiring managers within the organization?
2. What mechanisms are in place to ensure compliance with legal requirements and
ethical standards throughout the recruitment process?
3. To what extent does the policy foster diversity and inclusion in Astra Airways
Ltd.'s workforce?
4. How does the organization adapt to evolving industry trends and address
challenges in the recruitment landscape while adhering to the policy's
principles?
In addressing these questions, we aim to provide a comprehensive picture of the recruitment

practices at Astra Airways Ltd., highlighting the alignment between the company's policy and
its overarching goals. Moreover, by recognizing the challenges encountered and the solutions
32
devised, we gain insights into the organization's adaptability and commitment to continuous
improvement in its pursuit of top talent.
This chapter is structured to provide a detailed account of the recruitment process within
Astra Airways Ltd., emphasizing the practical implications of the policy's principles at each
stage. It also explores the role of metrics and data analysis in measuring the effectiveness of
the policy, as well as the organization's strategies for overcoming recruitment challenges.
The practical dimension of Astra Airways Ltd.'s recruitment policy not only reveals its
impact on the organization but also sets the stage for the subsequent chapter, where we will
evaluate the policy's effectiveness and offer recommendations for its enhancement. As we
delve into the intricate details of recruitment operations, we invite readers to gain a firsthand
perspective on how the policy shapes the human capital of Astra Airways Ltd. and
contributes to the company's overall success.
4.2 Recruitment Process Overview
To appreciate the practical aspects of Astra Airways Ltd.'s recruitment policy, it is vital
to comprehend the overall recruitment process. The company's recruitment process can
be summarized as follows:
4.2.1 Job Posting and Advertising
Before initiating the recruitment process, Astra Airways Ltd. identifies job openings
and strategically advertises them through various channels. These channels include the
company's official website, social media platforms, industry-specific job portals, and,
at times, through partnerships with educational institutions. By disseminating job
postings widely, Astra Airways Ltd. ensures that potential candidates, both internal and
external, are aware of available opportunities.
This stage serves as the initial point of contact between the organization and potential
candidates. Clear and compelling job descriptions are crafted to attract candidates who
align with the company's values and requirements.
4.2.2 Application Screening
Once job applications begin to flow in, the HR team undertakes a meticulous screening
process. This initial screening aims to ensure that candidates meet the minimum
qualifications and requirements outlined in the job postings. It serves as a critical filter
to manage the influx of applications and identify those who are most likely to be a good
fit for Astra Airways Ltd.
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This screening process is designed to save valuable time and resources by directing the
organization's attention to candidates who possess the core qualifications necessary for
success within the company.
4.2.3 Interviewing
Following the screening phase, shortlisted candidates are invited to participate in

interviews. Astra Airways Ltd. employs a structured interview format, which includes
both technical and behavioural questions. The primary objectives of these interviews
are to assess candidates' skills, experience, and cultural fit within the organization.
The interviewing stage is a critical point in the recruitment process, as it allows the
organization to interact directly with candidates and evaluate their potential
contributions to the company.
4.2.4 Selection
After the interview stage, candidates' performances and qualifications are rigorously
evaluated. This process may involve discussions among the interview panel and a
detailed review of interview notes. It also includes a comprehensive assessment of
candidates' references and background checks.
The final selection process is designed to identify the best-fit candidates for the specific
job role, ensuring they align with Astra Airways Ltd.'s values and objectives.
4.2.5 Onboarding
Once candidates are selected and accept job offers, they embark on the onboarding
process. Astra Airways Ltd. recognizes the significance of a strong onboarding program
in setting the tone for employee engagement and retention. During this phase, new
employees are familiarized with the company's culture, policies, procedures, and their
specific job responsibilities.
4.3 Role of Recruitment Policy in Practice

4.3.1 Compliance with Legal Requirements
One of the key practical aspects of Astra Airways Ltd.'s recruitment policy is its
commitment to complying with all relevant legal requirements. The policy ensures that
the company adheres to labour laws, non-discrimination regulations, and other legal
obligations throughout the recruitment process.
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4.3.2 Equal Opportunity and Diversity
Astra Airways Ltd.'s recruitment policy places a strong emphasis on providing equal
opportunities to all individuals regardless of their gender, race, age, or background. In
practice, this translates to a diverse workforce and an inclusive work environment.
4.3.3 Recruitment Metrics and Evaluation
To assess the effectiveness of the policy, Astra Airways Ltd. collects and analyses
recruitment data regularly. Metrics such as time-to-fill, cost-per-hire, and turnover rates
are monitored to make necessary adjustments to the policy.
4.4 Challenges and Solutions
Despite the robust recruitment policy, Astra Airways Ltd. faces several practical
challenges in recruitment. These include a competitive job market, skill shortages, and
the need to adapt to changing industry trends. To address these challenges, the company
continually refines its policy and seeks innovative solutions. For instance, partnering
with educational institutions to develop a pipeline of skilled candidates or implementing
employee referral programs to attract top talent.
4.4.1 Competitive Job Market
Challenge: The aviation industry, in particular, faces intense competition for talent.
Qualified and experienced individuals are highly sought after by various airlines and
related companies, making it challenging to attract top candidates.
Solution: Astra Airways Ltd. has responded to this challenge by enhancing its employer
brand and value proposition. The organization emphasizes its commitment to employee
development, offering opportunities for career advancement and a work environment
that fosters innovation and collaboration. By promoting these aspects, Astra Airways
Ltd. distinguishes itself as an employer of choice in the competitive job market.
4.4.2 Skill Shortages
Challenge: Rapid advancements in aviation technology and industry-specific skills

pose a challenge in finding candidates with the precise qualifications needed to fill
specialized roles.
Solution: Astra Airways Ltd. addresses skill shortages by proactively collaborating

with aviation training institutions and universities. Through partnerships, the
organization has established internship programs, apprenticeships, and training
35
initiatives that cultivate a pipeline of skilled candidates. This proactive approach not
only mitigates skill shortages but also ensures a steady flow of talent into the
organization.
4.4.3 Changing Industry Trends
Challenge: The aviation industry is dynamic and constantly evolving. New

technologies, regulations, and customer preferences necessitate the adaptation of
recruitment strategies to align with emerging industry trends.
Solution: Astra Airways Ltd. maintains a flexible recruitment policy that is updated
regularly to reflect evolving industry dynamics. The HR team actively monitors
industry trends, attends relevant conferences, and engages with industry experts to stay
ahead of changes. This proactive approach ensures that the recruitment policy remains
in sync with the needs and expectations of the modern aviation landscape.
4.4.4 Candidate Experience

Challenge: In a competitive job market, the candidate experience is paramount.
Negative experiences during the recruitment process can deter top talent from joining
the organization.
Solution: Astra Airways Ltd. places a strong emphasis on providing an exceptional
candidate experience. Feedback from candidates is actively sought, and the recruitment
process is continuously refined based on this feedback. Additionally, the organization
has implemented technology solutions that streamline the application and interview
processes, reducing friction and enhancing the overall candidate experience.
4.4.5 Diversity and Inclusion
Challenge: While Astra Airways Ltd.'s recruitment policy promotes diversity and
inclusion, achieving a diverse workforce in practice can be challenging.
Solution: The organization actively participates in diversity and inclusion initiatives,

including partnerships with organizations that promote underrepresented groups in
aviation. Moreover, Astra Airways Ltd. has established diversity goals and holds its
leadership accountable for achieving them. Regular diversity training is provided to all
employees to foster an inclusive culture.
By addressing these challenges with innovative solutions, Astra Airways Ltd. ensures
that its recruitment policy remains adaptable and effective in the ever-evolving
landscape of talent acquisition. These solutions not only support the policy's practical
implementation but also contribute to the organization's long-term success in attracting
and retaining top talent.
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4.5 Continuous Improvement

Astra Airways Ltd.'s commitment to excellence extends beyond the development and
implementation of its recruitment policy. The organization recognizes that the
recruitment landscape is dynamic, subject to evolving industry trends, technological
advancements, and changing candidate expectations. To remain at the forefront of talent
acquisition and ensure that its recruitment policy remains effective, Astra Airways Ltd.
embraces a culture of continuous improvement.
4.5.1 Policy Reviews and Updates
One of the key elements of Astra Airways Ltd.'s commitment to continuous
improvement is the regular review and refinement of its recruitment policy. The HR
department, in collaboration with key stakeholders, conducts periodic assessments to
evaluate the policy's effectiveness. This involves examining recruitment metrics,
collecting feedback from hiring managers, candidates, and HR professionals, and
benchmarking against industry best practices.
These policy reviews are not merely an exercise in documentation; they serve as a vital
mechanism for adapting the policy to the evolving needs of the organization. If
shortcomings are identified or new challenges arise, the policy is updated to address
these issues effectively.
4.5.2 Feedback Loops
Astra Airways Ltd. places significant value on feedback as a catalyst for improvement.
Feedback mechanisms are built into every stage of the recruitment process. Candidates
are encouraged to provide feedback on their recruitment experience, and hiring
managers provide input on the quality of candidates they receive.
This feedback loop is essential for identifying areas that may require attention. Whether
it is enhancing communication with candidates or streamlining internal processes, the
organization actively seeks input to refine its practices continually.
4.5.3 Benchmarking
To ensure that Astra Airways Ltd. remains competitive and aligned with industry
standards, the organization engages in benchmarking exercises. This involves
comparing its recruitment processes, metrics, and outcomes with those of other leading
aviation companies.
Benchmarking not only provides insights into best practices but also offers a reference
point for assessing the organization's own performance. By identifying areas where it
lags or excels compared to peers, Astra Airways Ltd. can make informed decisions
about where to focus improvement efforts.
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4.5.4 Technology Adoption
Technology adoption is a pivotal component of Astra Airways Ltd.'s recruitment policy,

enabling the airline to streamline processes, attract top talent, and enhance the overall
efficiency of its recruitment strategies. This section delves into the various ways in which
Astra Airways Ltd. harnesses technology to optimize its recruitment practices.
4.5.4.1 Online Application and Tracking System
Astra Airways Ltd. has implemented a sophisticated online application and tracking system
that serves as the primary gateway for potential candidates. This system allows applicants to
easily submit their resumes and supporting documents via the airline's website. It not only
simplifies the application process but also ensures that all applications are centralized and
easily accessible to the HR team.
4.5.4.2 Artificial Intelligence (AI) and Data Analytics
Astra Airways Ltd. leverages artificial intelligence and data analytics to refine its recruitment
processes. AI-powered tools assist in scanning and shortlisting resumes, matching candidates
with job requirements, and identifying the most suitable candidates. Data analytics help HR
professionals make data-driven decisions by providing insights into the effectiveness of
recruitment channels and strategies.
4.5.4.3 Video Interviews and Assessments
Incorporating video interviews and assessments into the recruitment process is another
technological advancement at Astra Airways Ltd.. This approach allows the airline to
evaluate candidates more comprehensively, including their communication skills, problem-
solving abilities, and cultural fit. Video interviews also facilitate remote recruitment, enabling
the airline to access a broader talent pool.
4.5.4.4 Social media and Online Platforms
To reach a wider audience and engage with potential candidates, Astra Airways Ltd. utilizes
social media and online platforms extensively. The airline maintains active profiles on
professional networks such as LinkedIn, where it shares job postings, company updates, and
employee testimonials. This digital presence not only attracts passive candidates but also
helps in building a positive employer brand.
4.5.4.5 Applicant Tracking Software (ATS)
Astra Airways Ltd. employs ATS to manage the entire recruitment lifecycle efficiently. The
software automates various recruitment tasks, including job posting, candidate screening,
interview scheduling, and feedback collection. ATS also assists in maintaining a database of
potential candidates for future opportunities, reducing recruitment lead times.
38
4.5.4.6 Online Skill Assessments
For technical roles within the airline, Astra Airways Ltd. administers online skill assessments
and simulations. This allows candidates to demonstrate their competence in specific areas
relevant to the job. The results help HR professionals make informed decisions regarding a
candidate's qualifications and suitability.
4.5.4.7 Mobile-Friendly Platforms
Recognizing the prevalence of mobile device usage, Astra Airways Ltd. ensures that all its
recruitment platforms are mobile-friendly. This enables candidates to apply for positions,
receive updates, and complete assessments using their smartphones or tablets, making the
application process more accessible and convenient.
4.5.4.8 Data Security and Privacy
Astra Airways Ltd. places a strong emphasis on data security and privacy, especially when
dealing with sensitive candidate information. The airline employs advanced encryption and
secure data storage solutions to safeguard candidate data throughout the recruitment process.
Technology adoption is an integral aspect of Astra Airways Ltd.'s recruitment policy. By

harnessing the power of technology, the airline not only optimizes its recruitment processes
but also positions itself as a forward-thinking employer in the competitive aviation industry.
This commitment to technology enables Astra Airways Ltd. to attract, assess, and onboard
top talent efficiently and effectively.
4.5.5 Training and Development

Training and development play a pivotal role in supporting the implementation of Astra
Airways Ltd.'s recruitment policy. This section examines how the airline invests in the
growth and development of its workforce to ensure that recruited employees not only
meet the immediate job requirements but also have the opportunity to advance and
contribute effectively to the organization's long-term goals.
4.5.5.1 Training Needs Analysis
Astra Airways Ltd. recognizes that a successful recruitment process is only the first step
in building a high-performing workforce. After new employees are onboarded, the
airline conducts a rigorous training needs analysis (TNA) to identify gaps in skills,
knowledge, and competencies. This analysis takes into consideration factors such as job
requirements, industry trends, and individual career goals.
4.5.5.2 Orientation and Onboarding
The airline places great emphasis on providing a comprehensive orientation and
onboarding process for all new hires. This initial training acquaints employees with the
organization's culture, values, policies, and procedures. It also familiarizes them with
their roles and responsibilities, helping them integrate seamlessly into their teams.
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4.5.5.3 Job-Specific Training

Once the initial onboarding is complete, employees undergo job-specific training
tailored to their roles. This training can range from technical skills development for
pilots, cabin crew, and maintenance personnel to customer service training for front-
line staff. The aim is to ensure that every employee possesses the necessary skills and
knowledge to excel in their respective positions.
4.5.5.4 Leadership and Management Development
In addition to job-specific training, Astra Airways Ltd. recognizes the importance of
developing leadership and management skills within the organization. The airline offers
leadership development programs aimed at nurturing talent and preparing employees
for supervisory, managerial, and leadership roles. These programs include workshops,
mentorship opportunities, and access to external training resources.
4.5.5.5 Continuous Learning and Professional Development
Astra Airways Ltd. encourages a culture of continuous learning and professional
development. Employees are encouraged to pursue further education, certifications, and
training programs that enhance their expertise and contribute to their career growth.
Financial support and flexible schedules are often provided to facilitate such
endeavours.
4.5.5.6 Performance Evaluation and Feedback
Regular performance evaluations are conducted to assess the effectiveness of the
training and development initiatives. Feedback from both employees and supervisors is
collected to identify areas of improvement and to adjust training programs accordingly.
This feedback loop helps ensure that training remains relevant and impactful.
4.5.5.7 Training Technology and Resources
Astra Airways Ltd. leverages technology to deliver training efficiently. Online learning
platforms, simulators, and e-learning modules are used to provide flexible and
accessible training options. The airline also invests in state-of-the-art training facilities
and equipment to simulate real-world scenarios for aviation personnel.
4.5.5.8 Training Compliance and Safety
For aviation roles, safety is paramount. Astra Airways Ltd. rigorously ensures that all
training programs comply with industry safety standards and regulations. Safety
training, including emergency response drills and procedures, is a critical component of
employee development.
4.5.5.9 Evaluation of Training Effectiveness
The effectiveness of training programs is regularly assessed through performance
metrics, employee feedback, and observed competencies. If any gaps or areas for
improvement are identified, adjustments are made to refine the training process
continually.
Astra Airways Ltd. views training and development as an ongoing process that
complements its recruitment policy. By investing in the growth and skill development
of its employees, the airline ensures that it not only attracts top talent but also retains
and nurtures it, contributing to the organization's long-term success. The commitment
40
to training and development aligns with Astra Airways Ltd.'s vision of being a leader in
the aviation industry.
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Chapter 5: Analysis & Findings

5.1 Recruitment
Recruitment is a foundational element of Astra Airways Ltd.'s Human Resources strategy and
is instrumental in shaping the airline's workforce. This section provides an in-depth
examination of the recruitment process within Astra Airways Ltd., including the methods
employed, the roles involved, and the key principles that underpin the company's approach to
talent acquisition.
5.1.1 Objectives of Recruitment
Astra Airways Ltd. recognizes that effective recruitment is central to the success of the
organization. The primary objectives of the airline's recruitment efforts are as follows:
1. Attract Top Talent: The airline aims to attract highly skilled and qualified
individuals who align with its core values, vision, and mission.
2. Diversity and Inclusion: Astra Airways Ltd. is committed to building a diverse and
inclusive workforce, promoting equal opportunities for all individuals, regardless of
gender, race, age, or background.
3. Cost-Efficiency: While seeking top talent, the airline also aims to optimize
recruitment costs and minimize time-to-fill positions.
4. Employer Branding: Astra Airways Ltd. recognizes the importance of maintaining a
positive employer brand. The recruitment process serves as an opportunity to
showcase the airline's commitment to its employees and its industry leadership.
5.1.2 Recruitment Methods
Astra Airways Ltd. employs a combination of recruitment methods to attract candidates with
the desired skills and qualifications. These methods include:
1. Online Job Portals: The airline posts job openings on reputable online job portals,
making it accessible to a wide audience of potential candidates.
2. Internal Referrals: Existing employees are encouraged to refer qualified candidates
for vacant positions. Employee referrals are valued for their potential to align with the
company's culture.
3. Recruitment Agencies: In certain cases, Astra Airways Ltd. collaborates with
external recruitment agencies to source candidates for specialized roles or positions
that require a global search.
4. Social Media: The airline maintains an active presence on professional networks such
as LinkedIn to engage with potential candidates and promote job openings.
42
5.1.3 Roles in the Recruitment Process
The recruitment process at Astra Airways Ltd. involves several key roles:
1. Human Resources (HR) Team: The HR team plays a central role in managing the
end-to-end recruitment process. This includes job posting, application screening,
interviewing, and candidate selection.
2. Hiring Managers: Hiring managers from the respective departments collaborate
closely with HR to define job requirements, conduct interviews, and evaluate
candidates based on their technical and cultural fit.
3. Interview Panels: Astra Airways Ltd. often assembles interview panels comprising
both HR professionals and subject matter experts from the specific department to
ensure a comprehensive assessment of candidates.
5.1.4 Recruitment Principles
Astra Airways Ltd. is guided by several recruitment principles:
1. Meritocracy: The airline is committed to a merit-based recruitment process, where

candidates are evaluated solely on their qualifications, skills, and experience.
2. Transparency: Astra Airways Ltd. maintains transparency in its recruitment process,
providing feedback to candidates and keeping them informed about the status of their
applications.
3. Equal Opportunity: Astra Airways Ltd. promotes equal opportunity for all
individuals and actively seeks to diversify its workforce.
4. Compliance: The recruitment process complies with all relevant labour laws and
regulations, ensuring fairness and legality.
5. Continuous Improvement: The airline regularly reviews and enhances its
recruitment procedures to adapt to changing market conditions and best practices.
Recruitment is a strategic and well-structured process within Astra Airways Ltd., reflecting
the company's commitment to attracting top talent while upholding principles of fairness,
transparency, and diversity. It serves as the cornerstone of the airline's efforts to maintain a
high-performing and culturally aligned workforce, essential for its continued success in the
aviation industry.
43
1. How good Air Astra's Recruitment policy?
Particular Responds
Very Satisfied 2
Satisfied 7
Neutral 1
Dissatisfied 0
Very Dissatisfied 0
Total 10
How good Air Astra's Recruitment policy?
10% 0%
20%
Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied
70%
Explanation:
From the above figure, we can observe that 90% Employees and candidates are satisfied
with the Air Astra's Recruitment policy, it’s clearly communicated and easily
understandable, 10% are neutral.
Observation:
Most of the Employees and candidates are satisfied with the recruitment policy.
44
2. Does the HR team act as a consultant to enhance the quality of the applicant
pre-screening process?
Particular Responds
Very Satisfied 5
Satisfied 2
Neutral 1
Dissatisfied 2
Very Dissatisfied 0
Total 10
Does the HR team act as a consultant to enhance the

quality of the applicant pre-screening process?
0%
20%
10% 50%
20%
Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied
Explanation:
with the consultant to enhance the quality of the applicant pre-screening process appears
to be aligned with the company's overall mission and objectives, 10% are neutral and
20% are dissatisfied.
Observation:
Most of the Employees and candidates are satisfied with the pre-screening process.
45
3. Is Astra Airways providing On Job Training?

Particular Responds
Very Satisfied 5
Satisfied 2
Neutral 1
Dissatisfied 2
Very Dissatisfied 0
Total 10
Is Astra Airways provide On Job Traning?
0%
20%
10% 50%
20%
Explanation:
with providing On Job Training, 10% are neutral and 20% are dissatisfied.
Observation:
Most of the Employees and candidates are satisfied with providing On Job Training.
46
4. How well are the organization’s affirmative action needs clarified and
supported in the selection process?
Particular Responds
Very Satisfied 3
Satisfied 2
Neutral 4
Dissatisfied 1
Very Dissatisfied 0
Total 10
HOW WELL ARE THE ORGANIZATION’S AFFIRMATIVE

ACTION NEEDS CLARIFIED AND SUPPORTED IN THE
SELECTION PROCESS
10% 0%
30%
40%
20%
Explanation:
with how well are the organization’s affirmative action needs clarified and supported in
the selection process, 40% are neutral and 10% are dissatisfied.
Observation:
Most of the Employees and candidates are satisfied with the selection process.
47
5. Does Astra Airways clearly define the position objectives, requirements and
candidate specifications in the recruitment process?
Particular Responds
Very Satisfied 2
Satisfied 7
Neutral 1
Dissatisfied 0
Very Dissatisfied 0
Total 10
Does Astra Airways clearly define the position

objectives, requirements and candidate specifications
in the recruitment process
10%0% Very Satisfied

20%
Satisfied
Neutral
Dissatisfied
Very Dissatisfied
70%
Explanation:
with the position objectives, requirements and candidate specifications in the
recruitment process, 10% are neutral.
Observation:
Most of the Employees and candidates are satisfied with the recruitment process.
48
6. Is Astra Airways Provide Full based Salary in Training period?

Particular Responds
Very Satisfied 2
Satisfied 6
Neutral 1
Dissatisfied 0
Very Dissatisfied 0
Total 10
IS ASTRA AIRWAYS PROVIDE FULL BASED

SALARY IN TRAINING PERIOD
0%
11%
22%
67%
Explanation:
with providing full based Salary in training period, 10% are neutral.
Observation:
Most of the Employees and candidates are satisfied with providing full based Salary in
training period.
49
7. Is the criteria and qualifications outlined by Astra Airways Ltd. for different job
positions are clear and appropriate?
Particular Responds
Very Satisfied 3
Satisfied 2
Neutral 4
Dissatisfied 1
Very Dissatisfied 0
Total 10
IS THE CRITERIA AND QUALIFICATIONS

OUTLINED BY ASTRA AIRWAYS LTD. FOR
DIFFERENT JOB POSITIONS ARE CLEAR
AND APPROPRIATE?
10% 0%
30%
40%
20%
Explanation:
with the criteria and qualifications outlined by Astra Airways Ltd. for different job
positions are clear and appropriate, 40% are neutral and 10% are dissatisfied.
Observation:
Most of the Employees and candidates are satisfied with the recruitment policy.
50
8. Is the resume screening and shorting used by the company is satisfied?

Particular Responds
Very Satisfied 2
Satisfied 7
Neutral 1
Dissatisfied 0
Very Dissatisfied 0
Total 10
Is the resume screening and shorting used by the

company is satisfied
10% 0%
20% Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied
70%
Explanation:
with the screening and shorting system, 10% are neutral.
Observation:
Most of the Employees and candidates are satisfied with the screening and shorting
system.
51
9. Is the organization doing timeliness recruitment and Selection process?

Particular Responds
Very Satisfied 2
Satisfied 7
Neutral 1
Dissatisfied 0
Very Dissatisfied 0
Total 10
Is the organization doing timeliness

recruitment and Selection process
10%0%
20% Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied
70%
Explanation:
with the timeliness recruitment and Selection process, 10% are neutral.
Observation:
Most of the Employees and candidates are satisfied with the timeliness recruitment and
Selection process.
52
10. Does the HR Department is efficient in Selection Policy of the employees?

Particular Responds
Very Satisfied 5
Satisfied 2
Neutral 1
Dissatisfied 2
Very Dissatisfied 0
Total 10
Does the HR Department is efficient in

Selection Policy of the employees ?
0%
20%
10% 50%
20%
Explanation:
with the HR Department is efficient in Selection Policy, 10% are neutral and 20% are
dissatisfied.
Observation:
Most of the Employees and candidates are satisfied with the HR Department is
efficient in Selection Policy.
53
5.2 Findings
1. The recruitment process is highly effective and well-communicated.
2. The alignment of the recruitment policy with the company's mission has
indicating room for improvement.
3. Candidate attraction methods result in a diverse pool, with an overall satisfaction.
4. Clarity of job qualifications suggesting areas for enhancement.
5. Commitment to equal opportunity and diversity is strong.
6. Transparent communication throughout recruitment stages is moderately
satisfactory.
5.3 Recommendation
1. Enhance alignment of recruitment policy with the company's mission for
improved effectiveness.
2. Strengthen clarity in job qualifications and refine candidate assessment methods.
3. Continue the effective use of technology for enhanced efficiency in the
recruitment process.
4. Maintain a strong commitment to equal opportunity and diversity.
5. Foster transparent communication and consistently seek employee feedback for
ongoing improvement.
54
Conclusion
The recruitment policy of Astra Airways Ltd. stands as a critical pillar in shaping the
airline's workforce and, by extension, its success in the dynamic aviation industry. This
report has provided a comprehensive examination of the various elements that
constitute the recruitment policy, including its methods, alignment with the company's
mission, use of technology, and employee feedback.
The findings from the data and responses reveal a recruitment policy that is, for the
most part, effective and positively regarded by employees and candidates. Notably, the
recruitment process's communication and clarity were highlighted as a strength, with
90% of respondents expressing satisfaction in this area. Furthermore, the commitment
to equal opportunity and diversity was a standout aspect, indicating a strong dedication
to fostering an inclusive workplace culture.
The use of technology and online platforms was acknowledged as enhancing the
efficiency and effectiveness of the recruitment process, suggesting a forward-thinking
approach in candidate sourcing and selection.
However, certain areas warrant attention and potential improvements. The alignment of
the recruitment policy with the company's mission received a mixed response, with 20%
of respondents expressing dissatisfaction. Similarly, the clarity and appropriateness of
job qualifications and the accuracy of candidate assessment methods presented room
for refinement, as indicated by the presence of neutrality and dissatisfaction among
respondents.
Employee feedback emerged as a significant driver for improvement in the recruitment
policy, and maintaining transparent communication with candidates was recognized as
a strength.
In conclusion, Astra Airways Ltd.' commitment to ensuring an effective and inclusive
recruitment policy is evident. The findings underscore the importance of continually
aligning recruitment strategies with the company's mission, enhancing the clarity of job
qualifications, and ensuring the accuracy of candidate assessment methods. As the
aviation industry continues to evolve, Astra Airways Ltd.'s adaptability and
responsiveness in its recruitment policy will be crucial in attracting and retaining top
talent. By addressing the areas of concern and building upon its strengths, the airline
can further solidify its position as a forward-thinking and employee-centric
organization, ensuring a sustainable and successful future in the competitive aviation
landscape.
55
References
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Routledge.
iv. Bhatia, P. (2018). Human Resource Management. Excel Books India.
v. Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So
many studies, so many remaining questions. Journal of Management, 26(3), 405-
434.
vi. Cascio, W. F., & Aguinis, H. (2019). Applied Psychology in Talent Management
(8th ed.). Pearson.
vii. Dessler, G. (2017). Human Resource Management. Pearson.
viii. Dipboye, R. L., & Colella, A. (2013). Discrimination at Work: The Psychological
and Organizational Bases. Psychology Press.
ix. Gatewood, R. D., Feild, H. S., & Barrick, M. (2015). Human Resource Selection.
Cengage Learning.
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Assessment, Development, and Evaluation (4th ed.). Wadsworth Publishing.
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xii. Nadler, L. (2020). The Handbook of Human Resource Development: The
Discipline and the Profession. Wiley.
xiii. Noe, R. A. (2017). Employee Training & Development (7th ed.). McGraw-Hill
Education.
xiv. Phillips, J. J., & Gully, S. M. (2015). Organizational Behavior: Tools for Success.
Cengage Learning.
xv. Phillips, J. J., & Phillips, P. P. (2016). Handbook of Training Evaluation and
Measurement Methods. Routledge.
xvi. Ployhart, R. E., & Moliterno, T. P. (2011). Emergence of the human capital
resource: A multilevel model. The Academy of Management Review, 36(1), 127-
150.
xvii. Rao, T. V. (2018). Human Resource Management: Text and Cases. Excel Books
India.
xviii. Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The
Science of Training and Development in Organizations: What Matters in
Practice. Psychological Science in the Public Interest, 13(2), 74-101.
xix. Society for Human Resource Management. (2019). SHRM Essentials of Human
Resources. Society for Human Resource Management.
xx. Srinivasan, R., & Park, S. H. (2020). A Review of Employee Recruitment and
Selection Practices in Indian IT-ITES Companies. Journal of Global Operations
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xxi. Stone, R. J. (2019). Human Resource Management. Wiley.
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Your Plan. Impacful Books.
56
xxiii. Astra Airways Ltd. (2019) Company Profile: https://airastra.com/about-us
57
Questionnaire
Questionnaire
Personal Information
Name of Respondent:
Age: Gender:
Occupation:
Position:
Address:
SL Question Very Dissatisfied Neutral Satisfied Very

Dissatisfied 2 3 4 Satisfied
1 5
1. How good Air Astra's
Recruitment policy?
2. Does the HR team act as a
consultant to enhance the
quality of the applicant pre-
screening process?
3. Is Astra Airways providing
On Job Training?
4. How well are the
organization’s affirmative
action needs clarified and
supported in the selection
process?
5. Does Astra Airways clearly
define the position
objectives, requirements and
candidate specifications in
the recruitment process?
6. Is Astra Airways Provide
Full based Salary in Training
period?
7. Is the criteria and

qualifications outlined by
Astra Airways Ltd. for
different job positions are
clear and appropriate?
58
8. Is the resume screening and

shorting used by the
company is satisfied?
9. Is the organization doing
timeliness recruitment and
Selection process?
10. Does the HR Department is
efficient in Selection Policy
of the employees ?
Thank you for taking the time to complete this questionnaire. Your responses will be
valuable for the internship report on Recruitment Policy of Astra Airways Ltd.
59

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Premier University, Chittagong

December 23, 2023

Subject: Submission of report on “Recruitment Policy of Astra Airways Ltd.”

Premier University, Chattogram

Chapter One: Introduction

1.2 Objective of the Study

The study employs a mixed-methods approach, combining qualitative and quantitative

Primary Data Sources:

1. Surveys and Questionnaires: Design and distribute surveys or questionnaires to

Secondary Data Sources:

1. Document Analysis: Analyse existing documents related to Air Astra's recruitment

1.4 Lack of Records

as historical recruitment statistics and employee feedback, might not be readily

1.5 Summary of the Project

Chapter Two: Literature Review

Internal and external recruitment:

2.5 The Recruitment Process:

2.6 Issues in recruitment process

2.7 Selection Process:

2.8 Issues in Selection Process:

Chapter Three: Company Profile (Astra Airways

3.3 Mission and Vision

3.4 Organizational Structure

The organization is divided into various functional departments, including:

Description of Departmental Structure

Dy. Station Manager/Dy/ Assistant Station

Sr. Executive/ Shift in charge,

Executive, Ground Operation

GSE Operator/Traffic GSE Operator/Traffic

This hierarchical structure is designed to foster collaboration, streamline decision-making,

3.5 Training Courses of Astra Airways Ltd.

6) CAAB Aeronautical information Circulars;

Aviation system - the functional operation/production system used by the service

The Weight & Balance

Safety Management System (SMS)

statement constitutes a formal commitment to achieve the objectives of the compliance

And registration numbers are:

3.8 Safety and Sustainability

Furthermore, Astra Airways Ltd. is committed to sustainability and reducing its

3.9 Career Opportunity in Astra Airways Ltd.

3.10 Sources of Recruitment

a. Promotions: Elevating current employees to higher positions based on their

b. Transfers: Moving existing employees from one department or location to another

d. Employee Referrals: Encouraging current employees to recommend potential

2. External Sources of Recruitment: External sources are used to attract candidates

b. Campus Recruitment: Visiting educational institutions like universities and

c. Job Advertisements: Posting job advertisements in newspapers, on job portals,

d. Consultants and Recruitment Agencies: Hiring external agencies or head-hunters

f. Social Networking Sites: Using professional platforms like LinkedIn to identify

g. Employment Exchanges: Registering job vacancies with government-run

The purpose of various sources of recruitment is to help organizations fulfil their

1. Internal Sources of Recruitment:

Chapter 4: Practical Aspects of Astra Airways Ltd.'s

1. How does the recruitment policy influence the daily activities of HR

In addressing these questions, we aim to provide a comprehensive picture of the recruitment

4.2 Recruitment Process Overview

4.2.1 Job Posting and Advertising

4.2.2 Application Screening

Following the screening phase, shortlisted candidates are invited to participate in

4.3 Role of Recruitment Policy in Practice

4.3.2 Equal Opportunity and Diversity

4.3.3 Recruitment Metrics and Evaluation

4.4 Challenges and Solutions